HC BUSN 270 - MANAGEMENT FUNDAMENTALS

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Motivating for High PerformanceLearning OutcomesLearning Outcomes (cont’d)Motivation and PerformanceHow Motivation Affects PerformancePowerPoint PresentationMajor Motivation TheoriesMotivation: Content TheoriesMaslow’s Hierarchy of Needs TheoryHow Managers Motivate with Maslow’s Hierarchy of Needs TheoryAlderfer’s ERG TheoryHerzberg’s Two-Factor TheoryMcClelland’s Acquired Needs TheoryA Comparison of Four Content Motivation TheoriesMotivation: Process TheoriesAdams’s Equity TheoryGoal-Setting TheoryVroom’s Expectancy TheoryReinforcement TheoryTypes of ReinforcementTypes of Reinforcement (cont’d)Schedules of ReinforcementSlide 23Slide 24Giving PraiseThe Motivation Process with the Motivation TheoriesSlide 27PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookMotivating for Motivating for High PerformanceHigh PerformanceMotivating for Motivating for High PerformanceHigh PerformanceChapter 12Chapter 12Chapter 12Chapter 12Copyright Copyright © © 2003 South-Western/Thomson Learning. All rights reserved.2003 South-Western/Thomson Learning. All rights reserved.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–2Learning OutcomesLearning OutcomesCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–3Learning Outcomes (cont’d)Learning Outcomes (cont’d)Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–4Motivation and PerformanceMotivation and Performance•Motivation–The willingness to achieve organizational objectives.•Motivation Process–Employees go from need to motive to behavior to consequence to satisfaction or dissatisfaction.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–5How Motivation Affects PerformanceHow Motivation Affects Performance•Expectations, Motivation, and Performance–Self-fulfilling prophecy•“If you believe you can, or if you believe you can’t, then you are right”—Henry Ford•If you think you will be successful, then you will be.•The Performance Formula–Performance = Ability x Motivation x Resources•For maximum performance levels, all three factors must be high.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–6Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–7Major Motivation TheoriesMajor Motivation TheoriesContent MotivationContent MotivationTheoriesTheoriesContent MotivationContent MotivationTheoriesTheoriesProcess MotivationProcess MotivationTheoriesTheoriesProcess MotivationProcess MotivationTheoriesTheoriesReinforcementReinforcementTheoryTheoryReinforcementReinforcementTheoryTheoryMajor Motivation Major Motivation TheoriesTheoriesMajor Motivation Major Motivation TheoriesTheoriesCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–8Motivation: Content TheoriesMotivation: Content Theories•Content Motivation Theories–Focus on identifying and understanding employees’ needs.•Hierarchy of needs theory•ERG theory•Two-factor theory•Acquired needs theoryCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–9Maslow’s Hierarchy of Needs TheoryMaslow’s Hierarchy of Needs Theory•Hierarchy of Needs–Only unmet needs motivate.–People’s needs are arranged in order of importance for basic to complex.•Satisfaction of lower level needs precedes satisfaction of higher levels needs.–There are five classifications of needs:•Physiological•Safety•Social•Esteem•Self-actualizationCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–10How Managers Motivate with Maslow’s Hierarchy of Needs TheoryHow Managers Motivate with Maslow’s Hierarchy of Needs TheoryExhibit 12–2Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–11Alderfer’s ERG TheoryAlderfer’s ERG Theory•ERG theory–Proposes that employees are motivated by three needs:•Existence: physiological and safety needs.•Relatedness: social needs.•Growth: esteem and actualization.–Needs can be active on more than one level at the same time.•Starving actor: being hungry and wanting fame and fortune.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–12Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor TheoryExhibit 12–3Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–13McClelland’s Acquired Needs TheoryMcClelland’s Acquired Needs Theory•Acquired Needs Theory–Proposes that employees are motivated by their need for achievement, power, and affiliation.•Need for Achievement (n Ach): the desire for responsibility and accomplishment.•Need for Power (n Ach): the desire to control the situation and influence others.•Need for Affiliation (n Aff): the tendency to be liked and to seek close relationship with others.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–14A Comparison of Four Content Motivation Theories A Comparison of Four Content Motivation Theories Exhibit 12–4Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–15Motivation: Process TheoriesMotivation: Process Theories•Process Motivation Theories–Focus on understanding how employees choose behavior to fulfill their needs.•Equity theory•Goal-setting theory•Expectancy theoryCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–16Adams’s Equity TheoryAdams’s Equity Theory•Equity Theory–Proposes that employees are motivated when their perceived inputs equal outputs.–People compare their inputs (contributions to the organization) and outputs (rewards) to that of relevant others and conclude that they are:•Underrewarded•Overrewarded•Equitably rewardedCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–17Goal-Setting TheoryGoal-Setting Theory•Goal-Setting Theory–Proposes that achievable but difficult goals motivate employees, leading to higher levels of motivation and performance.•Goals provide an attractive challenge to high-performing individuals who have a strong need for achievement.•Goals provide a sense of purpose—why we are working to accomplish a given task.•Goals require action plans to achieve goals and measure progress.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12–18Vroom’s Expectancy


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HC BUSN 270 - MANAGEMENT FUNDAMENTALS

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