Because learning changes everything.

CHAPTER 9
Motivation

© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
 Learning Objectives

1. Explain what motivation is and why managers need to be

concerned about it.
2. Describe from the perspectives of expectancy theory and
equity theory and what managers should do to have a
highly motivated workforce.
3. Explain how goals and needs motivate people and what
kinds of goals are especially likely to result in high
performance.
4. Identify the motivation lessons that managers can learn
from operant conditioning theory and social learning
theory.
5. Explain why and how managers can use pay as a major
motivation tool.

© McGraw Hill
 The Nature of Motivation 4

Motivation:
The psychological forces
that determine the direction
of a person’s behavior in an
organization, a person’s
level of effort, and a person’s
level of persistence.

© McGraw Hill Yuri Arcurs/Cutcaster

 The Nature of Motivation 2

Direction:
• Possible behaviors an individual could engage
in.
Effort:
• How hard an individual will work.
Persistence:
• Whether an individual will keep trying or give
up.

© McGraw Hill
 The Nature of Motivation 3

Intrinsically Motivated Behavior:

• Behavior that is performed for its own sake.
Extrinsically Motivated Behavior:
• Behavior that is performed to acquire material
or social rewards or to avoid punishment.

Prosocially Motivated behavior:

• Behavior performed to benefit or help others.

© McGraw Hill
 The Nature of Motivation (4 of 4)

Input: Outcome:
• Anything a person • Anything a person
contributes to his or gets from a job or an
her job or organization.
organization.
• Pay, job security,
• Time, effort, skills, autonomy,
knowledge, work accomplishment.
behaviors.

© McGraw Hill 6
 The Motivation Equation
Figure 9.1

Access the text alternative for slide image.

© McGraw Hill Copyright © McGraw-Hill Education. Permission required for reproduction or display.
 Expectancy Theory

© McGraw Hill 8
 Expectancy Theory

The theory that motivation will be high when workers

believe that high levels of effort lead to high
performance and high performance leads to the
attainment of desired outcomes.

© McGraw Hill LWA/Dann Tardif/Blend Images LLC

 Expectancy Theory 1

3 major factors that determines a person’s motivation:

Expectancy:
•
A perception about the extent to which effort will
result in a certain level of performance.
Instrumentality:
•
A perception about the extent to which
performance results in the attainment of
outcomes.
Valence:
• How desirable each of the available outcomes
from a job or organization is to a person.

© McGraw Hill
 Expectancy, Instrumentality, and Valence

Figure 9.2

Access the text alternative for image

description.

© McGraw Hill Copyright © McGraw-Hill Education. Permission required for reproduction or display.
 Expectancy Theory 2

Figure 9.3

Access text alternative for slide image.

© McGraw Hill Copyright © McGraw-Hill Education. Permission required for reproduction or display.
 Need Theories
Need: Need Theories:
• A requirement or • Theories of motivation
necessity for survival that focus on what
and well-being. needs people are
trying to satisfy at
work and what
outcomes will satisfy
those needs.

© McGraw Hill
 Maslow’s Hierarchy of Needs
Level Needs Description Examples of How
Managers Can Help People
Satisfy These Needs at
Work
Highest-level needs. Self-actualization The needs to realize one’s full Giving people the opportunity
needs. potential as a human being. to use their skills and abilities
to the fullest extent possible.
Next to highest-level needs. Esteem needs. The needs to feel good about Granting promotions and
oneself and one’s capabilities, to be recognizing
respected by others, and to receive accomplishments.
recognition and appreciation.
Medium-level needs. Belongingness needs. Needs to social interaction, Promoting good interpersonal
friendship, affection, and love. relations and organizing
social functions such as
company picnics and holiday
parties.
Next to lowest-level needs. Safety needs. Needs for security, stability, and a Providing job security,
safe environment. adequate medical benefits,
and safe working conditions.
Lowest-level needs (most Physiological needs. Basic needs for things such as food, Providing a level of pay that
basic or compelling). water, and shelter that must be met enables a person to buy food
in order for a person to survive. and clothing and have
adequate housing.

© McGraw Hill
 Alderfer’s ERG Theory 1

• Collapsed the five categories of needs in

Maslow’s hierarchy into three categories.
• Existence (E)
• Relatedness (R)
• Growth (G)

© McGraw Hill
 Herzberg’s Motivation-Hygiene Theory 1

• A need theory that distinguishes between

motivator needs (related to the nature of the
work itself) and hygiene needs (related to the
physical and psychological context in which the
work is performed).
• It proposes that motivator needs must be met for
motivation and job satisfaction to be high.

© McGraw Hill
 Herzberg’s Motivation-Hygiene Theory 2

Motivator needs relate to the nature of the work

itself and how challenging it is.
Hygiene needs are related to the physical and
psychological context in which the work is
performed.

© McGraw Hill Jim Esposito/Getty Images

 McClelland’s Needs for Achievement, Affiliation,
and Power 1

Need for Achievement:

• A strong desire to perform challenging tasks
well and meet personal standards for
excellence.

© McGraw Hill
 McClelland’s Needs for Achievement, Affiliation,
and Power 2

Need for Affiliation:

• Extent to which an individual is concerned
about establishing and maintaining good
interpersonal relations, being liked, and having
the people around him or her get along with
each other.
Need for Power:
• Extent to which an individual desires to control
or influence others.

© McGraw Hill
 Equity Theory 1

• A theory of motivation that focuses on people’s

perceptions of the fairness of their work
outcomes relative to their work inputs.

© McGraw Hill
 Equity Theory 2

Equity:
• Justice,
impartiality, and
fairness to which
all
organizational
members are
entitled.
Inequity:
• Lack of
fairness.

© McGraw Hill Rawpixel.com/Shutterstock

 Equity Theory 3

Table 9.2

Access text alternative for slide image.

© McGraw Hill
 Equity Theory 4

Underpayment Inequity:
• Exists when a person perceives that his or her
own outcome–input ratio is less than the ratio
of a referent.
Overpayment Inequity:
• Exists when a person perceives that his own
outcome–input ratio is greater than the ratio
of a referent.

© McGraw Hill
 Equity and Justice in Organizations 1

Distributive Justice: Procedural Justice:

• A person’s • A person’s
perception of the perception of the
fairness of the fairness of the
distribution of procedures that
outcomes in an are used to
organization. determine how to
distribute
outcomes in an
organization.

© McGraw Hill
 Equity and Justice in Organizations 2

Interpersonal Justice: Informational Justice:

• A person’s • A person’s
perception of the perception of the
fairness of the extent to which his
interpersonal
or her manager
treatment he or
she receives from provides
whoever explanations for
distributes decisions and the
outcomes to him procedures used
or her. to arrive at them.

© McGraw Hill
 Goal-Setting Theory

• Focuses on identifying the types of goals that are

most effective in producing high levels of motivation
and performance and explaining why goals have
these effects.

© McGraw Hill Stockbyte/Punchstock Images

 Learning Theories 1

• Theories that focus on increasing employee

motivation and performance by linking the
outcomes that employees receive to the
performance of desired behaviors and the
attainment of goals.

© McGraw Hill
 Learning Theories 2

Learning:
• A relatively permanent change in person’s
knowledge or behavior that results from
practice or experience.

© McGraw Hill
 Operant Conditioning Theory 1

Operant Conditioning:
• People learn to perform behaviors that lead to
desired consequences and learn not to
perform behaviors that lead to undesired
consequences.
• Provides four tools that managers can use to
motivate high performance…

© McGraw Hill
 Operant Conditioning Theory 2

Positive Negative
Reinforcement: Reinforcement:
• Giving people • Eliminating
outcomes they undesired
desire when they outcomes when
perform people perform
organizationally organizationally
functional functional
behaviors. behaviors.

© McGraw Hill
 Operant Conditioning Theory 3

Extinction:
• Curtailing the performance of a dysfunctional
behavior by eliminating whatever is reinforcing
them.
Punishment:
• Administering an undesired or negative
consequence when dysfunctional behavior
occurs.

© McGraw Hill
 Social Learning Theory 1

Social Learning Theory:

• A theory that takes

into account how
learning and
motivation are
influenced by
people’s thoughts
and beliefs and their
observations of
other people’s
behavior.

© McGraw Hill LWA/Dann Tardif/Blend Images LLC

 Social Learning Theory 2

Vicarious Learning:
• Learning that occurs when a learner is motivated
to perform a behavior by watching another person
perform and be reinforced for doing so.
• Also called observational learning.

© McGraw Hill
 Social Learning Theory 3

Self-Reinforcer: Self-Efficacy:
• Any desired or • A person’s belief
attractive outcome about his or her
or award that a ability to perform a
person can give behavior
himself or herself successfully.
for good
performance.

© McGraw Hill
 Pay and Motivation 1

Pay as a Motivator—
• Expectancy: Instrumentality, the association
between performance and outcomes (such as
pay), 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.

© McGraw Hill
 Pay and Motivation 2

Pay as a Motivator—
• Goal-Setting Theory: Pay is linked to attainment
of goals.
• Learning Theory: Outcomes (pay), is distributed
upon performance of functional behaviors.

© McGraw Hill
 Merit Pay and Performance

Merit Pay Plan:

• A compensation plan that bases pay on
performance.

© McGraw Hill
 Salary Increase or Bonus?

Employee Stock (share) Option:

• A financial instrument that entitles the bearer
to buy shares of an organization’s stock at a
certain price during a certain period of time or
under certain conditions.

© McGraw Hill
 Examples of Merit Pay Plans 1

Piece-Rate Pay:
• Employee’s pay is based on the number of
units that the employee produces.
Commission Pay:
• Employee’s pay is based on a percentage of
sales that the employee makes.

© McGraw Hill
 Examples of Merit Pay Plans 2

Scanlon Plan:
• Focuses on reducing expenses or cutting
costs.
Profit Sharing:
• A share of an organization’s profits.

© McGraw Hill