Bài giảng Organizational Behavior - Chapter 8: Foundations of Motivation

Foundations of MotivationChapter EightLearning ObjectivesLO.1 Contrast Maslow’s, Alderfer’s, and McClelland’s need theories.LO.2 Explain the practical significance of Herzberg’s distinction between motivators and hygiene factors.LO.3 Discuss the role of perceived inequity in employee motivation.LO.4 Explain the differences among distributive, procedural, and interactional justice.LO.5 Describe the practical lessons derived from equity theory.Learning ObjectivesLO.6 Explain Vroom’s expectancy theory.LO.7 Explain how goal setting motivates an individual.LO.8 Review the five practical lessons from goal- setting research.LO.9 Discuss the three conceptually different approaches to job design.Employee MotivationMotivation psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directedMaslow’s Need HierarchyAlderfer’s ERG TheoryExistence needs (E)the desire for physiological and materialistic well-being;Relatedness needs (R)the desire to have meaningful relationships with significant othersGrowth needs (G)the desire to grow as a human being and to use one’s abilities to their fullest potentialMcClelland’s Need Theory Need for achievementDesire to accomplish something difficult.Need for affiliationspend more time maintaining social relationships, joining groups, and wanting to be lovedNeed for powerDesire to Influence, coach, teach, or encourage others to achieve.Herzberg’s Motivator-Hygiene ModelExpectancy Theory of MotivationExpectancy theory Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.Vroom’s Expectancy TheoryMotivation boils down to the decision of how much effort to exert in a specific task situation.Expectancy represents an individual’s belief that a particular degree of effort will be followed by a particular level of performance.Vroom’s Expectancy TheoryInstrumentality A performance  outcome perceptionValence the positive or negative value people place on outcomesOutcomes different consequences that are contingent on performanceManagerial and Organizational Implications of Expectancy TheoryTop-Down ApproachesJob enlargement Involves putting more variety into a worker’s job by combining specialized tasks of comparable difficulty.Job rotation moving employees from one specialized job to anotherThe Job Characteristics ModelBottom-Up ApproachesJob crafting Proactive and adaptive employee behavior aimed at changing the nature of one’s job.