TAILIEUCHUNG - Lecture Essentials of contemporary management (6e): Chapter 9 - Gareth R. Jones, Jennifer M. George

Chapter 9 "Motivation", after completing this chapter, students will 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, | Motivation Chapter Nine Learning Objectives LO9-1 Explain what motivation is and why managers need to be concerned about it LO9-2 Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce LO9-3 Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance LO9-4 Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory LO9-5 Explain why and how managers can use pay as a major motivation tool The Nature of Motivation Motivation The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence 3 The Motivation Equation Figure Expectancy Theory Expectancy theory The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. 5 Expectancy, Instrumentality, and Valence Figure Need Theories Need Theories Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs Basis premise is that people are motivated to obtain outcomes at work to satisfy their needs McClelland’s Needs for Achievement, Affiliation, and Power Need for Achievement A strong desire to perform challenging tasks well and meet personal standards for excellence Equity Theory Equity Theory A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs. 9 A relative outcome to input ratio comparison to oneself or to another person (referent) perceived as similar to oneself. Equity exists when a person perceives that their outcome/input ratio to be equal to the referent’s ratio. If the referent receives more outcomes, they should also give more inputs to achieve equity. Goal .

• Quản trị kinh doanh
• Contemporary management
• Lecture Essentials of contemporary management
• Environment of management
• Decision making
• Expectancy theory
• Need theories
• Management process
• Organizational performance
• Modern management
• Leadership models
• Effective team management
• Friendship groups
• Information technology management
• Information systems
• Operations management
• Managing vital operations
• Personality traits
• Organizational culture
• Managing ethics
• Practical decision model
• Global environment
• Barriers to entry
• Technological forces
• Administrative model
• Group decision making
• Business level plan
• Business level strategy
• Designing organizational structure
• Divisional structures
• Organizational control
• Operating budgets
• Managing human resources
• Human resource planning