12 Motivation OThe McGraw-Hill Companies. Inc, 2000
12-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Motivation 12
12-2 Motivation e Defined as the psychological forces within a person that determine: 1)direction of behavior in an organization 2) the effort or how hard people work; 3)the persistence displayed in meeting goals Intrinsic Motivation behavior performed for its own sake Motivation comes from performing the work Extrinsic Motivation: behavior performed to acquire rewards o Motivation source is the consequence of an action " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
12-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Motivation ⚫Defined as the psychological forces within a person that determine: 1) direction of behavior in an organization; 2) the effort or how hard people work; 3) the persistence displayed in meeting goals. ◼ Intrinsic Motivation: behavior performed for its own sake. ◆ Motivation comes from performing the work. ◼ Extrinsic Motivation: behavior performed to acquire rewards. ◆ Motivation source is the consequence of an action
12-3 Outcomes Inputs Regardless of the source of motivation, people seek outcomes o Outcome: anything a person gets from a job a Examples include pay, autonomy, accomplishment Organizations hire workers to obtain inputs o Input: anything a person contributes to their job Examples include skills, knowledge, work behavior Managers thus use outcomes to motivate workers to provide inputs " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
12-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Outcomes & Inputs ◼ Regardless of the source of motivation, people seek outcomes. ◆ Outcome: anything a person gets from a job. ◼ Examples include pay, autonomy, accomplishment. ◼ Organizations hire workers to obtain inputs: ◆ Input: anything a person contributes to their job. ◼ Examples include skills, knowledge, work behavior. ◼ Managers thus use outcomes to motivate workers to provide inputs
12-4 Motivation Equation Figure 12.1 Inputs from Outcomes Organizational Performance received by members members Time Contribute to Effort Pay organization Education Job security efficient Benefits Experience Vacation Skills effectivenes Knowledge d Autonomy attain goals Responsibility Work behav " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
12-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Motivation Equation Inputs from Organizational members Performance Outcomes received by members Time Effort Education Experience Skills Knowledge Work Behav. Contribute to organization efficiency, effectiveness and attain goals Pay Job Security Benefits Vacation Autonomy Responsibility Figure 12.1
125 Expectancy Theory Developed by victor vroom and is a very popular theory of work motivation. Vroom suggests that motivation will be high when workers feel: High levels of effort lead to high performance High performance will lead to the attainment of desire outcomes o Consists of three areas: Expectancy, Instrumentality, &e valence win/MeGraw-Hill CThe McGraw-Hill Companies, Inc, 2000
12-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Expectancy Theory Developed by Victor Vroom and is a very popular theory of work motivation. ⚫Vroom suggests that motivation will be high when workers feel: ◼ High levels of effort lead to high performance. ◼ High performance will lead to the attainment of desire outcomes. ⚫Consists of three areas: ◼ Expectancy, Instrumentality, & Valence