3. Determinants of Job Performance Job performance Willingness to perform Opportunity to perform Capacity to perform
4.
5. The Motivational Process: A General Model The Employee I. Need deficiencies II. Search for ways to satisfy needs III. Goal-directed behavior IV. Performance (evaluation of goals accomplished) V. Rewards or punishments VI. Need deficiencies reassessed by the employee
6.
7.
8.
9.
10.
11.
12.
13. Maslow’s Need Hierarchy Related to the Job Receiving a sufficient salary to live on Having sufficient food and drink available Working in a comfortable environment Receiving regular salary increases Having medical and disability insurance Working in a hazard free environment PHYSIOLOGICAL SAFETY AND SECURITY Being accepted by personal and professional friends Working in groups that are compatible Having supportive supervision BELONGINGNESS, SOCIAL, AND LOVE Receiving a high-level promotion Earning an outstanding reputation among peers Winning a coveted award for performance ESTEEM Starting a successful new business Developing and mentoring others Using business skills to start a charity that helps homeless children SELF-ACTUALIZATION
14.
15.
16.
17.
18.
19.
20.
21.
22. McClelland’s Learned Needs Theory Achievement (n Ach) McClelland contends that when a need is strong in a person, its effect is to motivate the person to use behavior that leads to its satisfaction. Affiliation (n Aff) Power (n Pow)
23.
24.
25.
26.
27.
28.
29.
30.
31. Effort Performance First-level outcome First-level outcome First-level outcome Second-level outcome Second-level outcome Second-level outcome Second-level outcome Second-level outcome Second-level outcome Expectancy Theory E P EXPECTANCY Perceived probability of successful performance, given effort E O EXPECTANCY Perceived probability of receiving an outcome, given performance
32.
33.
34. The Equity Theory of Motivation Compares his/her input/outcome ratio to reference person’s (RP) inputs (I) and outcomes (O) and perceives OP ORP IP IRP equity = OP ORP IP IRP inequity < OP ORP IP IRP inequity > or or IP: Inputs of the person OP: Outcomes of the person IRP: Inputs of reference person ORP: Outcomes of reference person A person (P) with certain inputs (I) and receiving certain outcomes (O)
35.
36.
37.
38.
39. Goal Setting: Key Concepts Goal setting The process of establishing goals Goal Specific target that a person, team, or group is attempting to accomplish Goal specificity Degree of quantitative precision (clarity) of the goal Goal difficulty Level of performance required to achieve the goal Goal intensity Process of setting the goal or of determining how to reach it Goal commitment Amount of effort used to achieve a goal
