Exploring management 6th by schermerhornch13

Exploring Management
John R. Schermerhorn, Jr.
and Daniel G. Bachrach
Sixth Edition

Chapter 13

Motivation


When J. K. Rowling finished the first of her Harry
Potter books, she was a single mother living on just
over $100 a week. “You sort of start thinking
anything’s possible,” she once said, “if you’ve got
enough nerve.”

Copyright ©2018 John Wiley & Sons, Inc.

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Your Chapter 13 Takeaways

• Describe how human needs influence motivation to work. (13.1)
• Identify how thoughts and decisions affect motivation to work. (13.2)
• Understand how reinforcement influences motivation to work. (13.3)

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HUMAN NEEDS 13.1

Takeaway 13.1 – answers to come

• Maslow described a hierarchy of needs topped by self-actualization.
• Alderfer’s ERG theory deals with existence, relatedness, and growth needs.
• McClelland identified acquired needs for achievement, power, and affiliation.
• Herzberg’s two-factor theory focuses on higher-order need satisfaction.
• The core characteristics model integrates motivation and job design.

Copyright ©2018 John Wiley & Sons, Inc.

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HUMAN NEEDS 13.1

Maslow’s Hierarchy of Needs

• Motivation – level, direction, and persistence of effort expended at work
• Maslow’s hierarchy
• Needs
•

Unfulfilled desires that stimulate people to act

• Lower order needs
•

Physiological, safety, and social needs

• Higher order needs
•

Esteem and self-actualization

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HUMAN NEEDS 13.1

Maslow’s Hierarchy of Needs

Figure 13.1 What Are the Opportunities for
Need Satisfaction in Maslow’s Hierarchy?
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HUMAN NEEDS 13.1

Alderfer’s ERG Theory

• Existence Needs
• are desires for physiological and material well-being. Relatedness needs
are desires for satisfying interpersonal relationships.

• Relatedness Needs
• are desires for satisfying interpersonal relationships.
• Growth Needs
• are desires for continued psychological growth and development.

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HUMAN NEEDS 13.1

McClelland’s Acquired Needs

• Three acquired needs that vary in strength among people
• Need for achievement is the desire to do something better, solve problems, or
master complex tasks.

• Need for power is the desire to control, influence, or be responsible for other
people.

• Need for affiliation is the desire to establish and maintain good relations with
people.

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HUMAN NEEDS 13.1

McClelland’s Acquired Needs

• Three acquired needs that vary in strength among people
• Need for achievement
• Work preferences of high achievers:
• Individual responsibilities
• Challenging but achievable goals
• Performance feedback
• Need for power – two types of power
• Personal power – for personal gratification
• Social power – to help people and groups achieve goals
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HUMAN NEEDS 13.1

Herzberg Two-Factor Theory

Figure 13.2 What Are the Motivational Implications of Job Content and Job Context in Herzberg’s Two-Factor
Theory?

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HUMAN NEEDS 13.1

Core Characteristics Model

• Job design
• Allocation of specific tasks to individuals and groups
• Job enrichment
• Adds opportunities for satisfying higher-order

needs to a job by adding opportunities for planning and controlling work

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HUMAN NEEDS 13.1

Core Characteristics Model
Skill Variety

the degree to which a job requires a variety of activities to carry out the work and involves the use of the individual’s
different skills and talents

Task Identity

the degree to which the job requires completion of a “whole” and identifiable piece of work, one that involves doing a job
from beginning to end with a visible outcome

Task Significance

the degree to which the job has a substantial impact on the lives or work of other people elsewhere in the organization or
in the external environment

Autonomy

the degree to which the job gives the individual freedom, independence, and discretion in scheduling work and in choosing
procedures for carrying it out

Feedback from the

the degree to which work activities required by the job result in the individual obtaining direct and clear information on his

job itself

or her performance

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HUMAN NEEDS 13.1

Core Characteristics Model

Figure 13.3 How Do Core Characteristics Influence Motivation Through Job Design?

Copyright ©2018 John Wiley & Sons, Inc.

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HUMAN NEEDS 13.1

Study Guide for Takeaway 13.1
Rapid Review:

•

Motivation involves the level, direction, and persistence of effort expended at work; a highly motivated person can be
expected to work hard.

•

Maslow’s hierarchy of human needs moves from lower-order physiological, safety, and social needs up to higher-order
ego and self-actualization needs.

•
•

Alderfer’s ERG theory identifies existence, relatedness, and growth needs.

•

Herzberg’s two-factor theory identifies satisfier factors in job content as influences on job satisfaction; hygiene factors in
job context are viewed as influences on job dissatisfaction.

•

The core characteristics model of job design focuses on skill variety, task identity, task significance, autonomy, and
feedback.

McClelland’s acquired needs theory identifies the needs for achievement, affiliation, and power, all of which may
influence what a person desires from work.

Copyright ©2018 John Wiley & Sons, Inc.

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HUMAN NEEDS 13.1

Study Guide for Takeaway 13.1
Questions for Discussion:

1.
2.
3.

Was Maslow right in suggesting we each have tendencies toward selfactualization?
Is high need for achievement always good for managers?
Why can’t job enrichment work for everyone?

Copyright ©2018 John Wiley & Sons, Inc.

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HUMAN NEEDS 13.1

Be Sure You Can…for Takeaway 13.1

• describe work practices that can satisfy higher-order needs in Maslow’s hierarchy.
• contrast Maslow’s hierarchy with ERG theory.
• explain needs for achievement, affiliation, and power in McClelland’s theory.
• differentiate the needs for personal and social power.
• describe work preferences for a person with a high need for achievement.
• describe differences in hygiene and satisfier factors in Herzberg’s theory.
• explain how a person’s growth needs and job skills might affect his or her responses
to job enrichment.

Copyright ©2018 John Wiley & Sons, Inc.

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THOUGHT PROCESSES13.2

Takeaway 13.2 – answers to come

• Equity theory explains how social comparisons motivate individual
behavior.

• Expectancy theory focuses on willingness to work hard.
• Goal-setting theory shows that the right goals can be motivating.

Copyright ©2018 John Wiley & Sons, Inc.

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THOUGHT PROCESSES 13.2

Equity Theory

•

Equity theory explains how social comparisons can motivate individual behavior

•

Perceived negative inequity

•

•

Attempt to restore equity by working less or quitting

Perceived positive inequity

•

Attempt to restore equity by extra effort

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THOUGHT PROCESSES 13.2

Expectancy Theory
motivation = expectancy x instrumentality x valence

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THOUGHT PROCESSES 13.2

Expectancy Theory

FIGURE 13.4 How Can Managers Use the Insights of the
Expectancy Theory of Motivation?

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THOUGHT PROCESSES 13.2

Goal Setting Theory

• Goal-setting theory shows that well-chosen and well-set goals
can be motivating

• Goals provide direction
• Goals clarify performance expectations
• Goals establish a frame of reference

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THOUGHT PROCESSES 13.2

How to Make Goal Setting Work

• Set specific goals
• Set realistic but challenging goals
• Build goal acceptance and commitment
• Clarify goal priorities
• Provide feedback on goal accomplishment
• Reward goal accomplishment

Copyright ©2018 John Wiley & Sons, Inc.

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THOUGHT PROCESSES 13.2

Study Guide for Takeaway 13.2
Rapid Review:

•

Adams’s equity theory recognizes that social comparisons take place when rewards are distributed in the
workplace.

•

In equity theory, any sense of perceived inequity is considered a motivating state that causes a person to
behave in ways that restore equity to the situation.

•

Vroom’s expectancy theory states that
Motivation = Expectancy x Instrumentality x Valence.

•

Managers using expectancy theory are advised to make sure rewards are achievable (maximizing
expectancies), predictable (maximizing instrumentalities), and individually valued (maximizing valence).

•

Locke’s goal-setting theory emphasizes the motivational power of goals that are specific and challenging as
well as set through participatory means.

Copyright ©2018 John Wiley & Sons, Inc.

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THOUGHT PROCESSES 13.2

Study Guide for Takeaway 13.2
Questions for Discussion:

1.

Is it against human nature to work harder as a result of perceived positive
inequity?

2.

Can a person with low expectancy ever be motivated to work hard at a task?

3.

Will goal-setting theory work if the goals are fixed and only the means for
achieving them are open for discussion?

Copyright ©2018 John Wiley & Sons, Inc.

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THOUGHT PROCESSES 13.2

Be Sure You Can…for Takeaway 13.2

• explain the role of social comparison in Adams’s equity theory.
• list possible ways people with felt negative inequity may behave.

• differentiate the terms “expectancy,” “instrumentality,” and “valence.”
• explain the reason for “3” signs in Vroom’s expectancy equation, M = E x I x V.
• explain Locke’s goal-setting theory.
• describe the link between goal-setting theory and MBO.

Copyright ©2018 John Wiley & Sons, Inc.

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