Marketing Manager Course - Chapter 12
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Chapter
12
Motivation
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
After reading this chapter, you should be able to:
Understand the basic approaches to motivation.
Use goal setting to increase employee effort.
Improve performance and solve worker
performance problems by applying various
motivation models.
Use reinforcement principles to achieve higher
performance.
Differentiate between motivation and other
possible influences on performance.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Motivation
Categories of Theories:
Content theories of motivation seek to understand what
underlies and drives motivation
Process theories of motivation seek to understand what steps
can be taken to improve and maintain motivation
Types of Motivation:
Intrinsic motivation- comes from the personal satisfaction of
the work itself
Extrinsic motivation – comes from the rewards that are linked
to job performance, such as a paycheck
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Content View of Motivation
Maslow’s Hierarchy
of Needs
Alderfer’s ERG
Theory
McClelland’s Need
Theory
Herzberg’s Two-
Factor Theory
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Maslow’s
Hierarchy
of Needs Self-actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Alderfer’s ERG Theory
G row th
R el i
atonshi
ps
Exi ence
st
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Need for McClelland’s
McClelland’s
Achievement
(nAch) Needs
Theory
Need for
Power
(nPow)
Need for
Affiliation
(nAff)
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Herzberg’s Two-Factor Theory
Hygiene Factors Motivational Factors
• Quality of supervision • Career Advancement
• Rate of pay • Personal growth
• Company policies
• Working conditions • Recognition
• Relations with others • Responsibility
• Job security • Achievement
High Job Dissatisfaction 0 Job Satisfaction High
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Process View of Motivation
Goal-Setting Theory
Equity Theory
Reinforcement
Theory
Expectancy Theory
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Goal-Setting Theory
Effective Goals are:
Accepted by employees
Challenging and realistic
Specific, quantifiable, and
measurable
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
MBO: Cascading of Objectives
Organizational
Objectives The XYZ C om pany
Divisional
Objectives
C onsum er Products Indust alProduct
ri s
Departmental Customer
Production Sales Marketing Research Development
Objectives Service
Individual
Objectives
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Equity Theory
Personal Outcomes Others’ Outcomes
versus
Inputs Inputs
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Equity Theory (continued)
Inequity occurs when the ratio is not
equivalent and creates cognitive
dissonance
To restore equity, people may use one
of the following: :
Reduce inputs by cutting back on the effort,
and if the imbalance becomes too great, to
leave the firm
Influence the outcome, such as persuade the
boss for a raise
Decrease others’ outcomes, such as spread
rumors about others
Increase effort level if they think they are
getting more than they deserve
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Reinforcement Theory
Reinforcement
Rewards
Consequences No Rewards Behavior
Punishment
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Expectancy Theory of Motivation
Expectancies
• Effort performance
• Performance outcome
Motivation
Valences
Performance
Ability
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Motivation by Design
Job Enlargement
Job Rotation
Job Enrichment
Job Characteristics Model
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Applications of Management
Perspectives—For the Manager
Effective managers understand the factors that
influence motivation and use them as levers to
energize employees toward organizational goals.
Effective motivation requires much more
sophistication than kicking workers harder to get
more out of them.
Long-term effectiveness requires managers to
considers the needs and perceptions of workers as
well as characteristics of the work environment.
Managers should be able to apply the motivation
theories to analyze and solve motivation difficulties.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Applications of Management
Perspectives—For Managing Team
A critical issue is how the teams are structured.
If the team is given responsibility for a project or
area, they can move beyond their individual
concerns and be motivated to contribute to the
common goal.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Applications of Management
Perspectives—For the Individual
As individual performers, we should understand
our own needs.
It is also helpful to clearly understand motivation
process in the work environment.
It is important to clarify and manage your
personal instrumentalities and valences.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
