Professional Documents
Culture Documents
to Accompany
Management, 9/e
John R. Schermerhorn, Jr.
Chapter 14:
Motivation – Theory and Practice
Needs
Unfulfilled physiological and psychological desires of
an individual.
Explain workplace behavior and attitudes.
Create tensions that influence attitudes and behavior.
Good managers and leaders facilitate employee need
satisfaction.
Higher-order needs:
Esteem and self-actualization needs.
ERG theory
Developed by Clayton Alderfer.
ERG theory
Any/all needs can influence behavior at
one time.
Frustration-regression principle.
An already satisfied lower-level need
becomes reactivated when a higher-level
need is frustrated.
Two-factor theory
Developed by Frederick Herzberg.
Hygiene factors:
Elements of the job context.
Sources of job dissatisfaction.
Satisfier factors:
Elements of the job content.
Sources of job satisfaction and
motivation.
Available rewards.
Equity theory
Developed by J. Stacy Adams.
When people believe that they have
been treated unfairly in comparison to
others, they try to eliminate the
discomfort and restore a perceived
sense of equity to the situation.
Perceived inequity.
Perceived equity.
Equity theory
People respond to perceived negative
inequity by changing …
Work inputs.
Rewards received.
Comparison points.
Situation.
Comparable worth.
Expectancy theory
Developed by Victor Vroom.
Expectancy theory
Motivation (M), expectancy (E),
instrumentality (I), and valence (V) are
related to one another in a
multiplicative fashion:
M=ExIxV
If either E, I, or V is low,
motivation will be low.
Managerial implications of
expectancy theory—
To maximize expectancy, managers
should:
Select workers with ability.
Train workers to use ability.
Support work efforts.
Clarify performance goals.
Managerial implications of
expectancy theory—
To maximize instrumentality, managers
should:
Clarify psychological contracts.
Communicate performance-outcome
possibilities.
Identify rewards that are contingent on
performance.
Managerial implications of
expectancy theory—
To maximize valence in a positive
direction, managers should:
Identify individual needs.
Adjust rewards to match individual
needs.
Goal-setting theory
Developed by Edwin Locke.
Properly set and well-managed task goals can
be highly motivating.
Motivational effects of task goals:
Provide direction to people in their work.
Clarify performance expectations.
Establish a frame of reference for feedback.
Provide a foundation for behavioral self-
management.
Goal-setting theory
Participation in goal setting
unlocks the motivational potential of goal
setting.
management by objectives (MBO) promotes
participation.
when participation is not possible, workers
will respond positively if supervisory trust
and support exist.
Successful implementation of
positive reinforcement is based on
Law of contingent reinforcement —
Job.
A collection of tasks performed in support of
organizational objectives.
Job design.
The process of creating or defining jobs by
assigning specific work tasks to individuals and
groups.
Jobs should be designed so that both
performance and satisfaction result.
Job simplification.
Standardizing work procedures and
employing people in well-defined and
highly specialized tasks.
Simplified jobs are narrow in job scope
and low in job depth.
Automation.
Total mechanization of a job.
Most extreme form of job simplification.
Potential Potential
advantages of job disadvantages of job
simplification: simplification:
Easier and quicker
Productivity suffers.
training of workers.
Cost increases due
Workers are less
difficult to to absenteeism/
supervise. turnover of unhappy
Workers are easier
workers.
to replace. Poor performance
Development of may result from
expertise in doing worker boredom/
repetitive tasks. alienation.
Job enrichment.
Building more opportunities for
satisfaction into a job by expanding its
content.
Expands both job scope and job depth.
Frequently accomplished through
vertical loading.
Moderating variables:
Growth-need strength (GNS).
People with high GNS will respond most
positively to enriched jobs.
Knowledge and skills.
Context satisfactions.
Compressed workweek.
Any work schedule that allows a full-
time job to be completed in less than
the standard 5 days of 8-hour shifts.
Benefits — more leisure time, lower
commuting costs, lower absenteeism,
and potentially improved performance.
Disadvantages — increased fatigue,
family adjustment problems, increased
scheduling problems, possible customer
complaints, and union opposition.
Job sharing.
One full-time job is split between two
or more persons.
Work sharing.
An agreement between employees to
cut back their work hours to avoid
layoffs or termination.
Source: Reprinted by permission from J. Richard Hackman and Greg R. Oldham, Work Redesign (Reading, MA: Addison-Wesley, 1980), p. 90.
Management 9/e - Chapter 14 55
Study Question 4: What are the alternative
approaches to job design?
Telecommuting.
A work arrangement that allows a
portion of scheduled work hours to be
completed outside of the office.
Hoteling.
Virtual offices.
Fixed hours.
Increased productivity.
Fewer distractions.
Being one’s own boss.
Having more personal time.
Potential disadvantages of
telecommuting:
Working too much.
Having less personal time.
Difficulty in separating work and personal life.
Less time for family.
Feelings of isolation.
Loss of visibility for promotion.
Difficulties supervising work-at-home
employees from a distance.
Part-time work.
Work done on any schedule less than
the standard 40-hour workweek and
does not qualify person as a full-time
employee.
Contingency workers
Part-time workers who supplement the
full-time workforce, often on a long-term
basis.
Now constitute 30 percent of the
American workforce.