Motivation

LOGOMotivationPresentedbyMaggieOnMay292012ContentsExercisesJobdesignformotivationWhatapproachesofmotivationcanbeappliedinorganizations?(Howtomotivatepeople?)Whatistheconceptofmotivation?Whydopeopleneedtobemotivated?Manager’sChallengeWhydoPfizerneedtomotivateitsemployeesWhatCanMotivateYouMoney?Reward?FutureDevelopment?Anythingelse…Differentpeoplearemotivatedbydifferentthingsbutdefinitelybysomething.KeywordMotivationThearousal,direction,andpersistenceofbehavior.:NeedBehaviorRewardsAsimplemodelofmotivationEvolvementofPerspectivesonEmployeemotivationTraditionalApproache.g.:ScientificManagementHumanRelationsApproache.g.:HawthornestudiesHumanResourceApproache.g.:TheoryXandYContemporaryApproachContemporaryApproachContentTheories•Whatdopeopleneed?ProcessTheories•Howdopeopleselectbehavioranddetermineiftheirneedschoicesaresuccessful?Reinforce–mentTheories•Howdopeopleunderstandbehavioranditsconsequences?ThingstomotivatepeopleWays(Process)ofmotivatingpeople‘Carrot-and-stick’methodsContentPerspectivesonMotivation①Maslow’sHierarchyofNeedsComparethesimilaritydifferencewithERGtheoryComments①Maslow’sHierarchyofNeeds1.Low-orderneedstakepriority–theymustbesatisfiedbeforehigher-orderneedsareactivated.2.Onceaneedissatisfied,itdeclinesinimportanceandthenexthigherneedisactivatedContentPerspectivesonMotivation②Herzberg’sTwo-FactorTheoryMotivatorsAchievementRecognitionResponsibilityWorkitselfPersonalgrowthAreaofsatisfactionMotivatorsinfluencelevelofsatisfactionHighlysatisfiedNeithersatisfiednordissatisfiedHighlydissatisfiedHygieneFactorsWorkingconditionPaySecurityCompanypolicyAreaofdissatisfactionHygienefactorsinfluencelevelofdissatisfactionComments1.Ontheonehand,providinghygienefactorswilleliminateemployeedissatisfactionbutwillnotmotivateworkerstohighachievementlevels.2.Ontheotherhand,recognition,challenge,andopportunitiesforpersonalgrowtharepowerfulmotivatorsandwillpromotehighsatisfactionandperformance②Herzberg’sTwo-FactorTheoryCaseStudyReadthecaseofVisionServicePlan(VSP)onP703,thenation’slargestproviderofeyecarebenefits.Trytofindouthowitusesbothhygienefactorsandmotivatorstomanageitsemployees.ComparisonofContentTheoriesModelsSimilarity/DifferenceMaslow’sHierarchyofNeedsERGTheoryTwo-FactorTheoryAcquiredNeedsTheoryHierarchyofneedsContentsofneedsDeterminedbyexperienceRelationshipamongneedsProcessPerspectivesonMotivation①EquityTheory:Aprocesstheorythatfocusesonindividuals’perceptionsofhowfairlytheyaretreatedrelativetoother.Whatarecommonresultsfromtheunequaltreatmentamongpeople(employees)?1.Changeinputs2.Changeoutcomes3.Distortperceptions4.LeavethejobHowshouldmanagersmanagesuchsituations?Practice:EquityTheoryExercise:1.Doyouthinkpeoplewillequallydistributeporridgeasexpected?2.Ifno,whatmethodsdoyouthinkcanregulatepeople’sbehavior?3.Whichsolutionisconsideredthefairest?CaseStudyReadthecaseofGoogleonP705.TrytofindouthowequitytheoryexplainsthesuccessofanewmotivationalprogramatGoogle.ProcessPerspectivesonMotivation②ExpectancyTheory:Aprocesstheorythatmotivationdependsonindividuals’expectationsabouttheirabilitytoperformtasksandreceivedesiredrewards.WhatarethemajorelementsofExpectancyTheory?EPexpectancyPOexpectancyMajorElementsofExpectancyTheoryEffortPerformanceOutcome(Pay,recognition,etc.)Valance(valueofoutcome)EPexpectancyProbabilitythateffortwillleadtodesiredperformancePOexpectancyProbabilitythatperformancewillproducedesiredoutcome期望值(E)效价(V)期望理论效价和期望值的不同结合会产生不同的激励力量:E高*V高=M高E中*V中=M中E高*V低=M低E低*V高=M低E低*V低=M低期望理论的基本描述：激励力(M)=期望值(E)×效价(V)努力、绩效、奖赏GoalSettingTheoryGoalSettingTheory:Amotivationtheoryinwhichspecific,challenginggoalsincreasemotivationandperformancewhenthegoalsareacceptedbysubordinatesandthesesubordinatesreceivefeedbacktoindicatetheirprogresstowardgoalachievement.Whydoesgoalsettingincreasemotivation?-Importanceofgoalsfororganization-PeoplefeelfocusandcompelledHowdogoalsincreasemotivation?-Goaldifficulty-Goalacceptance-FeedbackReinforcementPerspectiveonMotivationReinforcementTheory:simplylooksattherelationshipbetweenbehavioranditsconsequences.Itfocusesonchangingormodifyingtheemployees’on-the-jobbehaviorthroughtheappropriateuseofimmediaterewardsandpunishment.ReinforcementToolsSlowworkrateSupervisorrequestsfasterworkEmployeeincreasesworkratePositiveReinforcementNegativeReinforcementEmployeecontinuesslowworkPunishmentWithdrawalofpositiverewardsSchedulesofReinforcement•Timingforreinforcementisimportant•ContinuousReinforcement•PartialReinforcement:1.fixed-intervalschedule2.Fixed-ratioschedule3.Variable-intervalschedule4.Variable-ratioscheduleCaseStudyReadthecaseofPaeTecCommunicationsonP711andtrytofindouthowreinforcementworks.ReadthecaseofEmeraldPackagingonP712.Trytofindouthowreinforcementtheoryissuccessfullyappliedinthecompany.Alsoreadmanager’sShoptalkonP713tounderstandthecriticismofreinforcementtheory.JobDesignforMotivationJobsimplification•Ajobdesignwhosepurposeistoimprovetaskefficiencybyreducingthenumberoftasksasinglepersonmustdo.JobRotation•Ajobdesignthatsystematicallymovesemployeesfromonejobtoanothertoprovidethemwithvarietyandst