7-1 王青 - 管理学院 - 上海交通大学 2000-1 10 Motivation 1 Concept of MotivationConcept of Motivation 2 Theories of MotivationTheories of Motivation 3 Key points of

7-1 王青 - 管理学院 - 上海交通大学 2000-1

1010MotivationMotivation1 Concept of Motivation

2 Theories of Motivation

3 Key points of Motivation


MotivationMotivationDefined as the psychological forces within a person that determine. direction of behavior in an organization; the effort or how hard people work; the persistence displayed in meeting

goals.


Motivation

Intrinsic Motivation: behavior performed for its own sake. Motivation comes from one’s own mind.

Extrinsic Motivation: behavior performed to acquire rewards. Motivation source is the consequence of

an action.


Motivation EquationMotivation Equation

Inputs fromInputs fromOrganizationalOrganizational

membersmembers

Inputs fromInputs fromOrganizationalOrganizational

membersmembersPerformancePerformancePerformancePerformance

OutcomesOutcomesreceived byreceived bymembersmembers

OutcomesOutcomesreceived byreceived bymembersmembers

TimeTimeEffortEffort

EducationEducationExperienceExperience

SkillsSkillsKnowledgeKnowledge

Work Behav.Work Behav.

TimeTimeEffortEffort

EducationEducationExperienceExperience

SkillsSkillsKnowledgeKnowledge

Work Behav.Work Behav.

Contribute toContribute toorganizationorganization

efficiency,efficiency,effectivenesseffectiveness

and and attain goalsattain goals

Contribute toContribute toorganizationorganization

efficiency,efficiency,effectivenesseffectiveness

and and attain goalsattain goals

PayPayJob SecurityJob Security

BenefitsBenefitsVacationVacation

AutonomyAutonomyResponsibilityResponsibility

PayPayJob SecurityJob Security

BenefitsBenefitsVacationVacation

AutonomyAutonomyResponsibilityResponsibility

Figure 12.1


The Motivation` Process

Unsatisfied Need

Tension

Search Behavior

Satisfied Need

Reduction of Tension

Drives


Theories of Motivation Early Theories of Motivation

Theory X and Theory Y Theory Z Hierarchy of Needs Theory Motivation – Hygiene Theory

Contemporary Approaches to Motivation Three Need Theory Equity Theory Reinforcement Theory Goal Setting Theory Expectancy Theory


Theory YTheory Y

Employee is not Employee is not lazylazy ，， Must create work Must create work setting to build setting to build initiativeinitiative ，， Provide Provide authority to workersauthority to workers

员工是勤劳的，必须建立自足员工是勤劳的，必须建立自足性工作，授权于员工。性工作，授权于员工。

Theory XTheory X

Employee is Employee is lazylazy ，， Managers must Managers must closely superviseclosely supervise ，， Create Create strict rules & defined strict rules & defined rewardsrewards

员工是懒惰的，员工是懒惰的，管理者必须严加管理者必须严加监督，建立严格规则和奖赏条例监督，建立严格规则和奖赏条例

Douglas McGregor proposed the two different sets of worker assumptions. 道格拉斯 . 明茨伯格对员工提出两种不同的假设。Conclusion :Theory Y is a good choice to stimulate the workers.


Theory Z Theory Z William Ouchi researched the cultural differences between Japan and USA. USA culture emphasizes the individual, and managers tend to

feel workers follow the Theory X model. Japan culture expects worker committed to the organization

first and thus behave differently than USA workers.

Theory Z combines parts of both the USA and Japan structure. Managers stress long-term employment, work-group, and

organizational focus.


Theory Z of three styles of management

J型 A 型 Z 型

终身雇佣短期雇佣长期雇佣

集体决策个人决策集体决策

缓慢提升与评价快速提升与评价缓慢提升评价

非专业化的职业发展途径

专业化的职业发展途径

专业化的职业发展途径

含蓄控制机制明显控制机制含蓄控制机制

集体负责制个人负责制个人负责制

对员工全面关心对员工部分关心员工全面关心


Reinforcement Theory

Behavior ids a function of its consequencesReinforcer is Any consequence immediately following a response that increase the probability that the behavior will be repeated.


Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Self-Actualization

Self-Actualization

Realize one’s full potential

Realize one’s full potential

Use abilities to the fullest

Use abilities to the fullest

EsteemEsteem Feel good about oneself

Feel good about oneself

Promotions & recognition

Promotions & recognition

BelongingnessBelongingness Social interaction, love

Social interaction, love

Interpersonal relations, parties

Interpersonal relations, parties

SafetySafety Security, stabilitySecurity, stability Job security, health insurance

Job security, health insurance

PhysiologicalPhysiological Food, water, shelter

Food, water, shelter

Basic pay level to buy items

Basic pay level to buy items

Need Level Description Examples

Lower level needs must be satisfied before higher needs are addressed.

People are motivated to obtain outcomes at work to satisfy their needs


McClelland Three-Needs Theory

Three major motives or needs in work situation. Need for achievement(nAch) ： Need for power (nPow) Need for affiliation(nAff)

Good Manager should be a person whose three needs are high need for achievement , high need for power , low need for affiliation.


Motivation-Hygiene TheoryMotivation-Hygiene Theory

Consider that some outcomes can lead to job satisfaction, while the others can only prevent dissatisfaction.

Motivator needs: related to nature of the work and how challenging it is.

Hygiene needs: relate to the physical & psychological context of the work.


Motivators and Hygiene Factors AchievementRecognitionWork itself ResponsibilityGrowth

Supervision Company polityRe-ship superiorRe-ship subordinateSalary Working condition

Extremely satisfied Extremely dissatisfiedNeutral

Manager must provide Motivator Need , not only Hygiene Need to motivate subordinates.


Equity TheoryEquity TheoryConsiders worker’s perceptions of the fairness of work outcomes in proportion to their inputs. The Outcome/input ratio is compared by

worker with another person called a referent. Adams notes it is the relative rather than the

absolute level of outcomes a person receives.


Equity TheoryEquity TheoryConditionCondition Person ReferentPerson Referent ExampleExample

EquityEquity Outcomes = OutcomesInputs Inputs

Outcomes = OutcomesInputs Inputs

Worker contributesmore inputs but also

gets more outputsthan referent

Worker contributesmore inputs but also


UnderpaymentEquity

UnderpaymentEquity

Outcomes < OutcomesInputs Inputs

Outcomes < OutcomesInputs Inputs

Worker contributesmore inputs but alsogets the same outputs

as referent

Worker contributesmore inputs but alsogets the same outputs

as referent

OverpaymentEquity

OverpaymentEquity

Outcomes > OutcomesInputs Inputs

Outcomes > OutcomesInputs Inputs

Worker contributessame inputs but also


Worker contributessame inputs but also



Restoring Equity

Restoring Equity: Inequity creates tension in workers to restore equity. underpayment—workers reduce input levels to correct. overpayment—worker can change the referent to adjust. If inequity persists, worker will often leave the firm.


Goal Setting TheoryGoal Setting TheorySpecific goals increase performance and difficult goals,when accepted, result in higher performance than easy goals.

How to motivate by goal Workers must accept and be committed to them. Workers put in high effort to achieve such goals. Goals must be specific and difficult for high

performance results. Feedback on goal attainment also is important.


Expectancy TheoryExpectancy Theory

High ExpectancyHigh Expectancy

(Worker knows that(Worker knows thatif they try, they canif they try, they can

perform)perform)

High ExpectancyHigh Expectancy

(Worker knows that(Worker knows thatif they try, they canif they try, they can

perform)perform)

High High InstrumentalityInstrumentality

(Worker perceives that(Worker perceives thathigh performancehigh performanceleads to outcomes)leads to outcomes)

High High InstrumentalityInstrumentality

(Worker perceives that(Worker perceives thathigh performancehigh performanceleads to outcomes)leads to outcomes)

High ValenceHigh Valence

(Worker desires the(Worker desires theoutcomes resultingoutcomes resulting

from highfrom highperformance)performance)

High ValenceHigh Valence

(Worker desires the(Worker desires theoutcomes resultingoutcomes resulting

from highfrom highperformance)performance)

High High MotivationMotivation

High High MotivationMotivation

Developed by Victor Vroom and is a very popular theory of work motivation.


Expectancy, Instrumentality, & ValenceExpectancy, Instrumentality, & Valence

EffortEffortEffortEffort

Expectancy:Expectancy:Person’s Person’s

perception thatperception thattheir effort willtheir effort will

result inresult inperformanceperformance

Expectancy:Expectancy:Person’s Person’s

perception thatperception thattheir effort willtheir effort will

result inresult inperformanceperformance

InstrumentalityInstrumentalityperception that perception that

performanceperformanceresults in results in outcomesoutcomes

InstrumentalityInstrumentalityperception that perception that

performanceperformanceresults in results in outcomesoutcomes

Valence:Valence:How desiredHow desired

are the outcomesare the outcomesfrom a from a

jobjob

Valence:Valence:How desiredHow desired

are the outcomesare the outcomesfrom a from a

jobjob

PerformancePerformancePerformancePerformance OutcomesOutcomesOutcomesOutcomes goals

According to the Expectancy Theory, high motivation results from high levels of Expectancy, Instrumentality, & Valence.


Integrating Theories of Motivation

Effort goalrewardPerform-ance

Goal setting theory

Reinforcement theory

Equity theory

High nAch

Ability


Pay and MotivationPay and Motivation

Pay can help motivate workers.

Expectancy: pay is an instrumentality (and outcome), must be high for motivation to be high.

Need Theory: pay is used to satisfy many needs.

Equity Theory: pay is given in relation to inputs.

Goal Setting Theory: pay linked to goal attainment.

Learning Theory: outcomes (pay), is distributed upon performance of functional behaviors.

Pay should be based on performance, many firms do this with a Merit Pay Plan.


Merit PayMerit Pay Can be based on individual, group or organization

performance. Individual Plan: used when individual performance

(sales) is accurately measured. Group Plan: use when group works closely together

and is measured as a group. Organization Plan: When group or individual

outcomes not easily measured. Bonus has a higher impact on motivation since

Salary level not related to current performance. Other items( base salary, cost of living, seniority). Salary rarely goes down and usually changes little.

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7-1 王青 - 管理学院 - 上海交通大学 2000-1 10 Motivation 1 Concept of MotivationConcept of Motivation 2 Theories of MotivationTheories of Motivation 3 Key points of