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CHAPTER 7

MOTIVATION IN ORGANIZATIONS

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FOCUS OF CHAPTER

  • What motivates people and why?
  • How can this knowledge be put to practical use?

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LEARNING OBJECTIVES

Define motivation and explain its importance in the field of organizational behavior

Describe the motivational-fit approach and what it suggests about how to improve motivation in organizations

Identify and explain the conditions through which goal setting can be used to improve job performance

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LEARNING OBJECTIVES

Describe equity theory and explain how it may be applied to motivating people in organizations

Describe expectancy theory and how it may be applied in organizations

Distinguish among job enlargement, job enrichment, and the job characteristics model as techniques for motivating employees

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MOTIVATION IN ORGANIZATIONS: ITS BASIC NATURE

  • Definition: the set of processes that arouse, direct and maintain human behavior toward attaining some goal

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MOTIVATION IN ORGANIZATIONS: ITS BASIC NATURE

  • Components of Motivation
  • Arousal:

  • Direction:

  • Maintain:

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MOTIVATION IN ORGANIZATIONS: ITS BASIC NATURE

  • Three key points about motivation
  • Motivation and job performance are not synonymous

  • Motivation is multifaceted

  • People are motivated by more than just money

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Five Motivational Models

  • MOTIVATING BY
  • Enhancing Fit with an Organization
  • Setting Goals
  • Goal Setting Theory
  • Being Equitable
  • Equity Theory
  • Altering Expectations
  • Expectancy Theory
  • Structuring Jobs to Make Them Interesting
  • Job Characteristics Model

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MOTIVATING BY ENHANCING FIT WITH AN ORGANIZATION

  • Def: motivation is enhanced by a good fit between the traits and skills of an individual and the requirements of the jobs s/he performs in an organization

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MOTIVATING BY ENHANCING FIT WITH AN ORGANIZATION

  • Motivational Traits and Skills
  • Traits
  • Achievement
  • Anxiety
  • Skills
  • Emotional Control
  • Motivational Control

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MOTIVATING BY ENHANCING FIT WITH AN ORGANIZATION

  • Organizational Factors: Enhancing Motivational Fit
  • Traits and skills should match requirements of work environment
  • Screening
  • Training

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MOTIVATING BY SETTING GOALS

  • Goal Setting Theory

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MOTIVATING BY SETTING GOALS

  • Guidelines for Setting Effective Performance Goals
  • Assign specific goals

  • Assign difficult, but acceptable performance goals

  • Provide feedback concerning goal attainment

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MOTIVATING BY BEING EQUITABLE

  • Equity Theory
  • Def

  • Form of Distributive Justice (chapter 2)

  • Perception

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MOTIVATING BY BEING EQUITABLE

  • Equity Theory
  • Example
  • Jack and Ray do same job, same qualifications, same experience, same education, work equally hard with similar hours, etc.
  • Jack paid $500/week; Ray is paid $350 week
  • Because Jack’s ratio of outcome/contributions is higher than Ray’s, Jack is experiencing overpayment inequity and Ray is experiencing an underpayment inequity
  • Ray feels …
  • Jack feels …

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MOTIVATING BY BEING EQUITABLE

  • Creating Equity
  • Behavioral
  • Cognitive
  • Responding to Inequities on the Job

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  • Managerial Implications of Equity Theory
  • Avoid underpayment
  • Avoid overpayment
  • Be Transparent

MOTIVATING BY BEING EQUITABLE

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MOTIVATING BY ALTERING EXPECTATIONS

  • Basic Elements of Expectancy Theory
  • Motivation is based on
  • Expectancy

  • Instrumentality

  • Valence

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  • Other determinants of job performance
  • Skills and abilities

  • Role Perceptions

  • Opportunities to perform one’s job

MOTIVATING BY ALTERING EXPECTATIONS

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MOTIVATING BY ALTERING EXPECTATIONS

  • Putting Expectancy Theory to Work: Key managerial implications
  • Make it clear that effort will lead to performance
  • Administer rewards that provide positive valence to employees
  • Clearly link valued rewards and performance

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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING

  • Rationale: Jobs can be created to enhance people’s interest in doing them (job design)

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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING

  • Job Enlargement and Job Enrichment
  • Job Enlargement:

  • Job Enrichment:

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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING-continued

  • The Job Characteristics Model
  • Components of the model
  • Skill variety

  • Task Identity

  • Task Significance

  • Autonomy

  • Feedback

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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING-continued

  • The Job Characteristics Model-continued
  • Components of the model—continued
  • Effects on psychological states

  • Experienced meaningfulness

  • Personally responsible and accountable for their work

  • Knowledge of the results of their work

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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING-continued

  • The Job Characteristics Model-continued
  • Does the model apply to everyone
  • Effective for individuals who are high in growth need strength

  • Putting it all together
  • Job Diagnostic Survey

  • Evidence for the model
  • Research mostly supportive

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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING-continued

  • Techniques for Designing Jobs that Motivate: Some Managerial Guidelines
  • Combine Tasks

  • Open Feedback Channels

  • Establish Client Relationships

  • Load Jobs Vertically

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