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Lecture 12

MGT 300 Lecture 12: MG Chapter 12 Notes

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University of Alabama
MGT 300
Daniel Bachrach

Management Chapter 12 Notes Motivation: What It Is, Why It’s Important • Motivation ➢ The psychological processes that arouse and direct goal-directed behavior o Unfulfilled need: desire is created to fulfill a need – as for food, safety, recognition o Motivation: you search for ways to satisfy the need o Behaviors: you choose a type of behavior you think might satisfy the need o Rewards: two types of rewards satisfy needs – extrinsic or intrinsic o Feedback: reward informs you whether behavior worked and should be used again • Extrinsic rewards: ➢ Payoff a person receives from others for performing a particular task ➢ Pay, praise, reputation • Intrinsic rewards: ➢ Satisfaction a person receives from performing the particular task itself ➢ Self-satisfaction Why Is Motivation Important? • You want to motivate people to: ➢ Join your organization ➢ Stay with your organization ➢ Show up for work at your organization ➢ Be engaged while at your organization ➢ Do extra for your organization Content Perspectives • Content perspectives ➢ Theories that emphasize the needs that motivate people • Needs ➢ Physiological or psychological deficiencies that arouse behavior Daniel Pink’s Drive • Where are incentives effective? Not? • 20 vs. 21 century jobs • What do autonomy, mastery, and purpose have to do with motivation? Deci & Ryan’s Self-Determination Theory • Self-determination theory ➢ Assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: o Competence, autonomy, and relatedness The Three Innate Needs • Competence ➢ People need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills • Autonomy ➢ People need to feel they have freedom and the discretion to determine what they want to do and how they want to do it • Relatedness ➢ People need to feel a sense of belonging, of attachment to others Herzberg’s Two-Factor Theory • Two-Factor Theory ➢ Proposed that work satisfaction and dissatisfaction arise from two different factors – work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors ➢ Motivation comes from the work meeting both sets of needs • Hygiene factors ➢ Factors associated with job dissatisfaction which affect the job context in which people work ➢ Pay and security ➢ Working conditions ➢ Interpersonal relationships ➢ Company policies ➢ Supervisors • Motivating factors ➢ Factors associated with job satisfaction which affects the job content or the rewards of work performance ➢ Achievement ➢ Recognition ➢ The work itself ➢ Responsibility ➢ Advancement and growth Process Perspectives On Employee Motivation • Process perspective ➢ Concerned with the thought processes by which people decide how to act – how employees choose behavior to meet their needs • Equity theory • Expectancy theory • Goal-setting theory Equity Theory • Equity theory ➢ Focuses on employee perceptions as to how fairly they think they are being treated compared to others ➢ Inputs, outputs, comparison Some Ways Employees Try to Reduce In
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