This document contains presentation slides summarizing key concepts from Chapter 5 of Organizational Behavior, 10th Edition relating to achieving motivation in the workplace. The chapter covers defining motivation and the motivation process, approaches to motivation including meeting needs and designing jobs, enhancing beliefs that rewards can be achieved, treating people equitably, and models of motivation such as Maslow's hierarchy of needs, McClelland's learned needs, Herzberg's motivator-hygiene theory, expectancy theory, and equity theory. The slides define key terms, compare different motivation theories, and provide examples of how organizations can apply motivation concepts.
This document contains presentation slides summarizing key concepts from Chapter 5 of Organizational Behavior, 10th Edition relating to achieving motivation in the workplace. The chapter covers defining motivation and the motivation process, approaches to motivation including meeting needs and designing jobs, enhancing beliefs that rewards can be achieved, treating people equitably, and models of motivation such as Maslow's hierarchy of needs, McClelland's learned needs, Herzberg's motivator-hygiene theory, expectancy theory, and equity theory. The slides define key terms, compare different motivation theories, and provide examples of how organizations can apply motivation concepts.
This document contains presentation slides summarizing key concepts from Chapter 5 of Organizational Behavior, 10th Edition relating to achieving motivation in the workplace. The chapter covers defining motivation and the motivation process, approaches to motivation including meeting needs and designing jobs, enhancing beliefs that rewards can be achieved, treating people equitably, and models of motivation such as Maslow's hierarchy of needs, McClelland's learned needs, Herzberg's motivator-hygiene theory, expectancy theory, and equity theory. The slides define key terms, compare different motivation theories, and provide examples of how organizations can apply motivation concepts.
This document contains presentation slides summarizing key concepts from Chapter 5 of Organizational Behavior, 10th Edition relating to achieving motivation in the workplace. The chapter covers defining motivation and the motivation process, approaches to motivation including meeting needs and designing jobs, enhancing beliefs that rewards can be achieved, treating people equitably, and models of motivation such as Maslow's hierarchy of needs, McClelland's learned needs, Herzberg's motivator-hygiene theory, expectancy theory, and equity theory. The slides define key terms, compare different motivation theories, and provide examples of how organizations can apply motivation concepts.
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Presentation Slides
to Accompany
Organizational Behavior 10th Edition Don Hellriegel and John W. Slocum, Jr.
Chapter 5Achieving Motivation in the Workplace
Prepared by Michael K. McCuddy Valparaiso University
Slide 5.1 Learning Objectives for Achieving Motivation in the Workplace Define motivation and describe the motivation
process Describe two basic human needs approaches to
motivation Explain how the design of jobs affects motivation Describe the expectancy model of motivation Explain how feelings of equity affect motivation
Chapter 5: Achieving
Slide 5.2 Key Approaches to Motivation in the Workplace Meeting basic human needs Designing jobs that motivate people Enhancing the belief that desired rewards
can be achieved Treating people equitably
Chapter 5: Achieving
Slide 5.3 Factors Necessary for Arousing Employee Motivation Individuals must be:
Attracted to join the organization and remain
in it
Allowed to perform the tasks for which they
were hired
Stimulated to go beyond routine performance
and become creative and innovative in their work Chapter 5: Achieving
Slide 5.4 Core Phases of the Motivational Process 1. Employee identifies needs.
6. Employee reassesses need deficiencies.
2. Employee searches for ways to satisfy these needs.
3. Employee selects goaldirected behaviors.
5. Employee receives either rewards or punishments.
Slide 5.6 Assumptions of Maslows Needs Hierarchy A satisfied need ceases to motivate behavior Several needs affect a persons behavior
at any one time
Lower level needs must be satisfied
before higher level needs are activated
More ways to satisfy higher level needs
than lower level needs
Chapter 5: Achieving
Slide 5.7 Using the Needs Hierarchy Model Satisfaction of deficiency needs fosters physical
and psychological health
Satisfaction of growth needs helps development
as a human being If not blocked, higher level needs will emerge and
motivate behavior Order of needs may be influenced by culture Organizational position or team membership can
facilitate growth need satisfaction
Chapter 5: Achieving
Slide 5.8 McClellands Learned Needs Power motive
Action that affects others behavior and has a strong emotional
appeal
Affiliation motive
Establish, maintain, and restore close personal relationships
with others
Achievement motive
Compete against a standard of excellence or provide a unique
contribution
Chapter 5: Achieving
Slide 5.9 Using the Achievement Motivation Model Provide periodic performance feedback to
employees Provide good role models Help employees modify self-images Guide employee aspirations in setting and attaining realistic goals Communicate that managerial success is related more to power than to affiliation Chapter 5: Achieving
10
Slide 5.10 MotivatorHygiene Model Motivator factors Work
itself, recognition, advancement,
and responsibility
Hygiene factors Company
policy and administration,
technical supervision, salary, working conditions, and interpersonal relations Chapter 5: Achieving
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Slide 5.11 Using Motivators and Hygienes Jobs designed with motivators enhance competencies Motivators provide feedback Satisfaction and dissatisfaction can exist
simultaneously Criticisms of the model
Method-bound
Separate dimensions of satisfaction and
dissatisfaction
Chapter 5: Achieving
12
Slide 5.12 Basic Assumptions of the Expectancy Model A combination of forces determines behavior Individuals decide their own behaviors in
organizations Different individuals have different needs and
goals, and want different rewards
Individuals decide among alternatives based on
their perceptions
Chapter 5: Achieving
13
Slide 5.13 Key Variables in the Expectancy Model First-level outcomesresults of doing the job Second-level outcomespositive or negative
events produced by first-level outcomes
Expectancyeffort-performance belief Instrumentalityrelationship between first-level
and second-level outcomes.
Valencepreference for a second-level outcome
Chapter 5: Achieving
14
Slide 5.14 Expectancy Model in Action First-level Outcomes
Second-level Outcomes Self-confidence
Effort Attend class Study Take notes Prepare for exams
Performance: Grade in Class
Self-esteem
A B C D F
Personal happiness Overall GPA
Expectancy Approval of others Instrumentality
Respect of others
Source: Cron, Wm.L., Slocum, J.W., and VandeWalle, D. The role of goal orientation following performance feedback. Journal of Applied Psychology, 2001, 86, 629-640.
Chapter 5: Achieving
15
Slide 5.15 Potential Problems of the Expectancy Model Accurate measurement of effort is difficult Lack of specification of relative importance
of second-level outcomes Implicit assumption that motivation is a
conscious choice process
Works best in cultures that emphasize
internal attribution rather than fatalism
Chapter 5: Achieving
16
Slide 5.16 Organizational Uses of the Expectancy Model Determine outcomes that each employee values Define performance levels in observable and
measurable terms Ensure that desired performance can be attained Link desired performance and employees desired outcomes Remember that motivation is based on perceptions Eliminate factors that conflict with desired behaviors Make sure changes in rewards are linked to employees effort
Chapter 5: Achieving
17
Slide 5.17 Examples of Inputs and Outcomes in Organizations INPUTS
Age Attendance Interpersonal skills, communication skills Job effort (long hours) Level of education Past experience Performance Personal appearance Seniority Social status Technical skills Training
OUTCOMES
Challenging job assignments
Fringe benefits Job perquisites (parking space or office location) Job security Monotony Promotion Recognition Responsibility Salary Seniority benefits Status symbols Working conditions
Chapter 5: Achieving
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Slide 5.18 Inequity as a Motivational Process Individual perceives inequality Individual experiences tension Individual wants to reduce tension Individual takes action
Chapter 5: Achieving
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Slide 5.19 Ways to Reduce Tensions Produced by Inequity Actually change inputs Actually change outcomes Mentally distort inputs or outcomes Leave organization or transfer to another
department Change the reference group Distort others inputs or outcomes
Chapter 5: Achieving
20
Slide 5.20 Organizational Uses of the Equity Model Treat employees fairly People make decisions concerning equity
