管理学基础精品教学（清华大学）chap009 Motivation.pptVIP

Motivation Learning Objectives After studying the chapter, you should be able to: Explain what motivation is and why managers need to be concerned about it. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance. Learning Objectives (cont’d) Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory. Explain why and how managers can use pay as a major motivation tool. The Nature of Motivation Motivation The psychological forces acting on an individual that determine: Direction—possible behaviors the individual could engage in. Effort—how hard the individual will work. Persistence—whether the individual will keep trying or give up. Explains why people behave the way they do in organizations. The Nature of Motivation (cont’d) Intrinsically Motivated Behavior Behavior that is performed for its own sake. The source of the motivation that comes from actually engaging in the behavior. The sense of accomplishment and achievement derived from doing the work itself The Nature of Motivation (cont’d) Extrinsically Motivated Behavior Behavior that is performed to acquire material or social rewards or to avoid punishment. The source of the motivation is the consequences of the behavior and not the behavior itself. Sources of Motivation Outcomes and Inputs Outcome Anything a person gets from a job or an organization: Pay, job security, autonomy, accomplishment. Input Anything a person contributes to his or her job or organization: Time, effort, skills, knowledge, work behaviors. The Motivation Equation Expectancy Theory Motivation will be high when workers believe: High levels of effort will lead to high performance. High performance will lead to the attainment of desired outcomes. Major Factors of Motivation Expectancy—the beli