Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
CHAPTER 13
Motivation
Respect Unlocks Human Potential
Chapter 13 Overview
Each Chapter contains several inset features designed to assist the student reader in applying the
concepts to relevant examples. Management Live illustrates how experiences and activities relate
to work performance. Choices provides students with an opportunity to evaluate various sides of
an issue in order to make an informed decision. Hot Topic explores samples of debated topics in
business and strategy. Facts to Consider introduces research or trends that may be used for class
discussion in the classroom or online for distance learning. Insight profiles the importance of
integrity. Quick Case presents a business related scenario for class analysis and discussion.
Chapter 13 reviews motivation and the various theories that researchers have developed
Chapter 13 Takeaway Questions
Takeaway 13.1 Describe how human needs influence motivation to work.
Takeaway 13.2 Identify how thoughts and decisions affect motivation to work.
Takeaway 13.3 Understand how reinforcement influences motivation to work.
Chapter 13 Lecture Outline
Takeaway 13.1 How Do Human Needs Influence Motivation to Work?
• Maslow described a hierarchy of needs topped by self-actualization.
• Alderfer’s ERG theory deals with existence, relatedness, and growth needs.
• McClelland identified acquired needs for achievement, power, and affiliation.
• Herzberg’s two-factor theory focuses on higher-order need satisfaction.
• The core characteristics model integrates motivation and job design.
Takeaway 13.2 How Do Thoughts and Decisions Affect Motivation to Work?
• Equity theory explains how social comparisons motivate individual behavior.
• Expectancy theory focuses on the decision to work hard, or not.
• Goal-setting theory shows that the right goals can be motivating.
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Takeaway 13.3 How Does Reinforcement Influence Motivation to Work?
• Operant conditioning influences behavior by controlling its consequences.
• Positive reinforcement connects desirable behavior with pleasant consequences.
• Punishment connects undesirable behavior with unpleasant consequences.
Chapter 13 Supporting Materials:
Figures
Figure 13.1 What Are the Opportunities for Need Satisfaction in Maslow’s Hierarchy?
Figure 13.2 What Are the Motivational Implications of Job Content and Job Context in
Herzberg’s Two-Factor Theory?
Figure 13.3 How Do Core Characteristics Influence -Motivation Through Job Design?
Figure 13.4 How Can Managers Use the Insights of the Expectancy Theory of Motivation?
Figure 13.5 How Can Managers Use Reinforcement Strategies to Influence Work Behavior?
What’s Inside
Management Live: Dear CEO – “How about a $10,000 raise?”
Choices: To Pay or Not to Pay Minimum Wage
Applications
• TestPrep 13 Multiple-Choice Questions
• Skill Building Portfolio
Chapter Outline:
Takeaway 13.1: How Do Human Needs Influence Motivation to Work?
• Motivation forces within the individual that account for the level, direction and
persistence of effort expended at work.
• Maslow described a hierarchy of needs topped by self-actualization
See Figure 13.1 What Are the Opportunities for Need Satisfaction in Maslow’s
Hierarchy?
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
✓ Lower order needs are physiological, safety, and social concerns
DISCUSSION TOPIC
You can generate discussion by asking students to identify the types of rewards that could be
used to satisfy the various needs. Also have the students identify whether the rewards they cited
are intrinsic or extrinsic, and discuss how the different need levels are related to these types of
rewards.
• Alderfer’s ERG theory focuses on existence, relatedness, and growth needs
• Clayton Alderfer developed the ERG theory which collapses Maslow’s five needs
into three:
➢ Existence (desires for physiological and material well-being)
➢ Relatedness (desires for satisfying interpersonal relationships)
• McClelland identified acquired needs for achievement, power, and affiliation
✓ David McClelland and colleagues identified three basic acquired needs that are
central to understanding motivation:
➢ Need for achievement is the desire to do something better or more efficiently
• There are also two types of power need:
• The need for personal power is exploitative and involves manipulation for the pure
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
DISCUSSION TOPIC
McClelland uses a Thematic Apperception Test (TAT) to measure the strengths of the needs for
achievement, power, and affiliation. The Thematic Apperception Test (TAT) is based on need
interpretations of descriptions of various stimulus situations. To help students understand how
this works, describe the following scenario:
• Inset: Work Preferences of High Need Achievers
• Inset: Two Types of Power Need
• Herzberg’s two-factor theory focuses on higher-order need satisfaction
• The Explore Yourself feature directs students to take the Two Factor Assessment in
the Skill-building Portfolio. After the assessment, consider these discussion
questions:
➢ How well does your current or a recent job provide for satisfier or hygiene
factors as described by Herzberg? If students do not have jobs they can relate
• Figure 13.2 illustrates Herzberg’s two-factor theory.
What Are the Motivational Implications of Job Content and Job Context in
Herzberg’s Two-Factor Theory
• Scholars criticize this theory because of its research foundations. However, Herzberg
makes an interesting and useful distinction between the motivational implications of
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Satisfier factors (motivator factors) are part of job content; sense of achievement,
feelings of recognition, a sense of responsibility, the opportunity for advancement,
and feelings of personal growth
• Job satisfaction cannot be increased by improving the hygiene factors; you will only
get less dissatisfaction. You can only improve job satisfaction by improving the
satisfier factors
DISCUSSION TOPIC
For those students who have held jobs, ask them to identify work situations where they
experienced satisfaction and work situations where they experienced dissatisfaction. For those
• The core characteristics model integrates motivation and job design
✓ Job design is the allocation of specific work tasks to individuals and groups
✓ Job enrichment increases the content of a job by adding opportunities for satisfying
higher order needs (Maslow) by adding opportunities for planning and controlling
work.
✓ Figure 13.3 How Do Core Characteristics Influence Motivation Through Job
Design?
✓ Five “core” job characteristics include”
➢ Skill variety
13.1 Questions for discussion with suggested answers
1) Was Maslow right in suggesting we each have tendencies toward self-actualization?
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
DISCUSSION TOPIC
Ask students to think about a job they have held or currently hold. Next, ask them if they feel
they were rewarded fairly. Many are likely to say that they were not paid enough, or that the
• Expectancy theory focuses on the decision to work hard, or not.
✓ Developed by Victor Vroom. The inset figure illustrates the concept.
See Figure 13.4 How Can Managers Use the Insights of the Expectancy Theory of
Motivation?
This summarizes the management implications of expectancy theory. Managers should act in
ways that maximize expectancies, instrumentalities, and valences for others. To maximize
• Goal-setting theory shows that the right goals can be motivating
✓ Developed by Edwin Locke
DISCUSSION TOPIC
A useful way to help students understand the multiplier effect of expectancy theory is to relate it
to their own academic experiences. Ask students to think about their motivation in their various
classes. Do they believe that if they work hard, they will be able to achieve a high level of
performance (expectancy)? If they succeed in performing well, do they expect to be rewarded
with a high grade (instrumentality)? Finally, do they value a high grade (valence)? If the answer
to any of these questions is “no,” their motivation will suffer.
• Tips to Remember: How to Make Goal Setting Work for You
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
13.2 Questions for discussion with suggested answers
1) Is it against human nature to work harder as a result of perceived positive -inequity?
2) Can a person with low expectancy ever be motivated to work hard at a task?
3) Will goal-setting theory work if the goals are fixed and only the means for achieving
them are open for discussion?
13.2 Career Situations: What Would You Do?
It’s apparent that something is wrong with Kate. Her great performance as a Web designer got
her promoted to team leader for Web Design Services. But you notice that she now appears
anxious, stressed, and generally unhappy in the new assignment. This is quite a contrast from the
highly motivated and happy Kate you knew in her old job. What might be wrong here, and what
can you, as her supervisor, do to help fix it?
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Takeaway 13.3: How does reinforcement influence motivation to work?
• Operant conditioning influences behavior by controlling its consequences
✓ Law of effect says that people generally repeat behavior that results in a pleasant
outcome and avoid behavior that results in an unpleasant outcome
See Figure 13.5 How Can Managers Use Reinforcement Strategies to Influence Work
Behavior?
To strengthen quality work, a supervisor might use positive reinforcement by praising the
individual or negative reinforcement by no longer complaining to him about poor-quality work.
To discourage poor-quality work, a supervisor might use extinction (withholding things that are
positively reinforcing, such as outcomes) or punishment (associating the poor-quality work with
unpleasant results for the individual).
• Positive reinforcement connects desirable behavior with pleasant consequences
✓ Law of contingent reinforcement states: for a reward to have maximum reinforcing
✓ Guidelines for Positive Reinforcement and Punishment
➢ Positive Reinforcement: Clearly identify desired work behaviors, maintain a
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
➢ Punishment: Tell the person what is being done wrong, tell the person what is
being done right, make sure the punishment matches the behavior, administer
the punishment in private, follow the laws of immediate and contingent
reinforcement.
DISCUSSION TOPIC
Tampa Electric uses punishment in an interesting way. The company gives an oral reminder to
• Punishment connects undesirable behavior with unpleasant consequences
✓ Punishment tries to eliminate undesirable behavior by making an unpleasant
consequence contingent with its occurrence.
DISCUSSION TOPIC
An excellent way to introduce the material on reinforcement theory is to conduct a “shaping
exercise.” This exercise involves the following steps:
3. Explain to the class that the volunteer will be the employee and the class will serve as a
4. Ask the volunteer to leave the room for a few minutes.
You will find that the class is usually able to shape the desired response with remarkable speed.
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Teaching Notes
In this section, ideas, exercises, and assignments are provided to assist you in integrating the
concepts in Exploring Management for your students, especially the special features of the text.
Management Live: Dear CEO—“How About a $10,000 Raise?”
That’s the message sent to Wells Fargo bank’s CEO John Stumpf by Tyrel Oates, a $15 per hour
employee. The email pointed out that Stumpf earned $19 million the past year. Claiming that the
Choices: To Pay or Not to Pay Minimum Wage
More and more Americans are finding themselves in hourly paid jobs, and many—perhaps
most—don’t pay very well. The U.S. mini-mum wage is set by the Fair Labor Standards Act, and
the rate since 2009 has been $7.25 per hour for nontipped employees. Some states set higher
minimums, with the highest being $11.50 in the District of Columbia (scheduled for $15.00 in
Ask students: How about it? Should employers wait for federal or state governments to raise the
minimum wage, or should they act on their own to pay more than the required minimum? Can
employers learn something—pay better and get more loyalty and higher performance—from
companies such as Gap and Whole Foods? Or are firms like them just interesting specialty cases
that make good news but probably wouldn’t apply in most other settings?
Ethics Check: Information Goldmine is an Equity Dilemma
In this Ethics Check feature, a worker opens a huge can of perceived inequity worms when she
finds a list of confidential co-worker salaries in a photocopier. The You Decide questions focus
on the ethics of sharing the information, but the application to chapter 13 don’t stop there.
Consider discussing: