Chapter 6 Work MotivationW.L. Gore & Associates – Four Guiding PrinciplesWork Motivation at W.L. Gore & AssociatesKnowledge ObjectivesSlide 5What is Motivation?EquationTheories of MotivationSlide 9Maslow’s Need HierarchySlide 11ERG TheoryComparison of Two TheoriesTheory of NeedsMcClelland’s Theory of NeedsConclusionManagers Over the EdgeSlide 18Two-Factor TheorySlide 20Slide 21Process TheoriesExpectancy TheorySlide 24Equity TheorySlide 26Reactions to InequityReactions to EquityDistributive JusticeProcedural JusticeGoal-Setting TheoryFactors Affecting Goal CommitmentConclusionsMaking Visible ChangeMotivating Associates: Integration of TheorySlide 36Job EnrichmentConnecting People in the WorkplaceProvide FeedbackThe Strategic LensQuestions6-1Michael A. HittC. Chet MillerAdrienne ColellaChapter 6 Work Work MotivationMotivationSlides by Ralph R. Braithwaite6-2W.L. Gore & Associates – W.L. Gore & Associates – Four Guiding PrinciplesFour Guiding PrinciplesWilbert Gore•The ability to make one’s own commitments and keep them•Freedom to encourage, help, and allow other associates to grow in knowledge, skill and scope of responsibility•Consultation with others before undertaking actions that could impact the reputation of the company•Fairness to each other and everyone with whom contact is madeExploring Behavior in Action6-3Work Motivation at Work Motivation at W.L. Gore & AssociatesW.L. Gore & AssociatesWilbert Gore•What are your thoughts about Bill Gore’s lattice structure?•What are your reactions to the four principles that govern behavior?•Would these principles work in other organizations? Why or why not?•Do you think the company can maintain its philosophy as it continues to grow?Exploring Behavior in Action6-4Knowledge ObjectivesKnowledge Objectives1. Define work motivation and explain why it is important to organizational success.2. Discuss how managers can use Maslow’s need hierarchy and ERG theory to motivate associates.3. Describe how need for achievement, need for affiliation, and need for power relate to work performance and motivation.4. Explain how Herzberg’s two-factor theory of motivation has influenced current management practice.More6-5Knowledge ObjectivesKnowledge Objectives5. Discuss the application of expectancy theory to motivation.6. Understand equity theory and procedural justice, and discuss how fairness judgments influence work motivation.7. Explain how goal-setting theory can be used to motivate associates.8. Describe how jobs can be enriched and how job enrichment can enhance motivation.9. Based on all major theories of work motivation, describe specific actions that can be taken to increase and sustain employee motivation.6-6What is Motivation?What is Motivation?Forces coming from within a person that account for the willful direction, intensity, and persistence of the person’s efforts toward achieving specific goals, where achievement is not due solely to ability or to environmental factors6-7EquationEquationPerson’s level of performance is a function (f) of both ability and motivation:Performance = f (Ability x Motivation)Environmental factors also play a role6-8Theories of MotivationTheories of Motivation•Content Theories•Maslow’s need hierarchy•Alderfer’s ERG theory•McClelland’s need theory•Herzberg’s two-factor theory•Process Theories•Expectancy theory•Equity theory•Goal-setting theory6-9Need HierarchyNeed HierarchyAbraham MaslowAbraham Maslow6-10Maslow’s Need HierarchyMaslow’s Need HierarchyEsteem NeedsEsteem NeedsPhysiological NeedsPhysiological NeedsSafety NeedsSafety NeedsSocial and Social and Belongingness NeedsBelongingness NeedsSelf-Self-ActualizationActualizationMust work your way up…Must work your way up…6-11ERG TheoryERG TheoryClayton Alderfer6-12ERG TheoryERG TheoryExistenceExistenceNeedsNeedsRelatednessRelatednessNeedsNeedsGrowthGrowthNeedsNeedsSatisfaction and ProgressionFrustration and Regression6-13Comparison of Two TheoriesComparison of Two TheoriesMaslow’s Need HierarchyPhysiological NeedsSafety NeedsSocial and Belongingness NeedsEsteem NeedsSelf- ActualizationExistence NeedsRelatedness NeedsGrowth NeedsAlderfer’s ERG TheoryAdapted from Exhibit 6-1: Maslow’s Need Hierarchy and Alderfer’s ERG Theory Compared6-14Theory of NeedsTheory of NeedsDavid C. McClelland6-15McClelland’s Theory of NeedsMcClelland’s Theory of NeedsPowerAchievement Affiliation6-16ConclusionConclusion•People with a high need for institutional power are particularly good at •Increasing morale•Creating clear expectations•Getting others to work for the good of the organization•Effective managers have both a high need for achievement and a high need for institutional power6-17ManagerialAdviceManagers Over the EdgeManagers Over the Edge1. Why do you think there have been changes in the need for achievement over the last 20+ years?2. Do you agree or disagree with the two reasons (coerciveness and shortcuts) given that can cause problems?3. It is suggested that understanding needs and managing needs are two guidelines that will help high-achievement managers. Do you agree or disagree with this idea?6-18Frederick Herzberg6-19Two-Factor TheoryTwo-Factor Theory•Emphasizes two sets of rewards or outcomes – those related to job satisfaction and those related to job dissatisfaction•The two sets are not opposite ends of the same continuum but are independent states•Job factors leading to satisfaction are different from those leading to dissatisfaction, and vice versa6-20Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor TheoryMotivatorsMotivatorsHygieneHygieneFactorsFactors6-21Two-Factor TheoryTwo-Factor Theory•Achievement•Recognition•Responsibility•Opportunity for advancement or promotion•Challenging work •Potential for personal growth•Pay•Technical supervision•Working conditions•Company policies and procedures•Interpersonal relationships with others•Status•SecurityWhen increased, lead to greater satisfactionWhen deficient, lead to greater dissatisfactionMotivatorsMotivatorsHygiene FactorsHygiene Factors6-22Process TheoriesProcess TheoriesExpectancy EquityGoal-Setting6-23I1I2I3EExpectancy TheoryExpectancy TheoryMF = E x (I x V)MF = Motivational ForceE = ExpectancyI = InstrumentalityV = ValenceMF =Effort PerformanceOutcomeOutcomeOutcomeV1V2V3Adapted from Exhibit 6-2: Expectancy TheoryVictor Vroom6-24Expectancy TheoryExpectancy TheoryTo increase
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