L11-20101008

L11-20101008 - 1 Motivation Theories – Process Theories MGMT121 Lecture 11 8 Oct 2010 What HR managers believe are important to employees 2 14

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Unformatted text preview: 1 Motivation Theories – Process Theories MGMT121 Lecture 11 8 Oct., 2010 What HR managers believe are important to employees 2 14 Autonomy and independence 3 Benefits (healthcare, dental etc) 8 Career development opportunities 4 Communication between employees and senior management 5 Compensation / pay 11 Feeling safe in the work environment 7 Flexibility to balance work/life issues 9 Job security 11 Job specific training 2 Management recognition of employee job performance 6 Opportunities to use skills / abilities 10 Organization’s commitment to professional development 1 Relationship with immediate supervisor 13 The work itself (textbook, p.110, Activity 5.1) Last lecture: key points • Maslow’s needs hierarchy theory  Five levels of needs: physiological, safety, belongingness, esteem, self-actualization  How to apply Maslow in the organizational context  Limitations • Learned needs theory  Three types of needs: achievement, power, affiliation  Related motivational tips on each type of needs 3 4 Agenda for today’s class Process theories: 1. Expectancy theory 2. Goal-setting theory At the end of today’s lecture, you should be able to: 5 1. explain in detail expectancy theory and goal setting theories 2. apply how to improve each of the three components (E-to-P expectancy, P-to-O expectancy, outcome valence) in expectancy theory 3. how to set SMART goals 6 Content Theories • Focus on an individual’s needs or the goals they seek to achieve as the basis for motivated behavior • Maslow’s Needs Hierarchy Theory • Learned Needs Theory Process Theories • Attempt to provide a model of interactions between the variables involved in the motivation process • Expectancy Theory • Goal-setting Theory • Equity Theory Organizational Approaches • To explain how we can motivate workers through changes in organizational systems • Job design & job enrichment (will be covered with Chapter 12) (Chapter 5) 7 8 Victor Vroom (1932- ) Expectancy Theory (1964) Proposes that if we believe that behaving in a particular way will generate valued outcomes for us, we will be motivated to produce those behaviors 9 Expectancy Theory • Motivation is high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes . • Two basic assumptions:  Motivated performance is the result of your conscious choice  You will do what you believe will provide you the highest (or surest) rewards (textbook, pp.98-99) Effort The actual effort we expect to have to expend to reach a specified goal Performance (first-level outcomes) Outcome (second- level outcomes) The immediate results of the effort we expend Rewards provided to us depending on our performance (first level outcomes) at a satisfactory level Three (observable components) in expectancy model 10 Effort The actual effort we expect to have to expend to reach a specified goal Performance (first-level outcomes)...
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This note was uploaded on 01/28/2011 for the course MGMT 121 taught by Professor Karenlee during the Fall '10 term at HKUST.

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L11-20101008 - 1 Motivation Theories – Process Theories MGMT121 Lecture 11 8 Oct 2010 What HR managers believe are important to employees 2 14

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