discussion
quake
KiniOB2e_C05_Final1.pptxCHAPTER 5
Foundations of Employee Motivation
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Major Questions You Should Be Able to Answer
5.1 What is motivation and how does it affect my behavior?
5.2 How would I compare and contrast the content theories of motivation?
5.3 How would I compare and contrast the process theories of motivation?
5.4 How are top-down approaches, bottom-up approaches, and “idiosyncratic deals” similar and different?
©McGraw-Hill Education.
The What and Why of Motivation
Motivation: the underlying psychological influences over our behavior or thoughts
Direction
Intensity
Persistence
Types of Motivation
Extrinsic
Intrinsic
©McGraw-Hill Education.
3
Two Fundamental Perspectives on Motivation
Content theories
Focus on identifying internal factors such as needs and satisfaction
Process theories
Focus on explaining the process by which internal factors and environmental characteristics influence employee motivation
©McGraw-Hill Education.
4
Test Your OB Knowledge (1 of 4)
Juan is trying to learn how to use advanced spreadsheet features. He is not getting the correct answers but he keeps trying. What is Juan exhibiting?
direction
extrinsic motivation
persistence
attention to detail
emotional Intelligence
©McGraw-Hill Education.
The answer is C. Persistence. Persistence represents how long an activity will be the focus of attention.
5
Content Theories of Motivation (1 of 3)
McGregor’s Theory X and Theory Y
Theory X
Employees dislike work.
Can only be motivated with rewards and punishments.
Theory Y
Employees are self-engaged, committed, responsible, and creative.
©McGraw-Hill Education.
6
Content Theories of Motivation (2 of 3)
Maslow’s need hierarchy
©McGraw-Hill Education.
7
Content Theories of Motivation (3 of 3)
Using Maslow’s theory
To motivate employees
Remember employees have needs beyond a paycheck.
Focus on satisfying employee needs related to self-concepts.
Self-esteem
Self-actualization
Satisfied needs lose their potential.
Be careful when estimating employee’s needs.
©McGraw-Hill Education.
8
Content Theories of Motivation: McClelland’s Acquired Needs Theory
Achievement
Prefers working on challenges
Best in situations in which performance is due to effort and ability
Prefers to work with other high achievers
Affiliation
Likes to work in teams with cooperation and collegiality
Tends to avoid conflict
Likes to be praised in private
Power
Likes to be in charge
Likes to be in control of people and events
Appreciates being recognized
©McGraw-Hill Education.
9
Content Theories of Motivation: Self-Determination Theory (1 of 2)
Needs are learned over time.
Three innate needs influence behavior.
Competence
Autonomy
Relatedness
©McGraw-Hill Education.
10
Content Theories of Motivation: Self-Determination Theory (2 of 2)
Using self-determination theory
Managers should influence behavior by creating work environments that support each need.
Provide tangible resources, time, contacts, and coaching to improve competence.
Empower employees and delegate meaningful assignments and tasks to enhance feelings of autonomy.
Use fun and camaraderie to foster relatedness.
©McGraw-Hill Education.
11
Test Your OB Knowledge (2 of 4)
Self-determination theory focuses on
three innate needs: competence, autonomy, and relatedness.
extrinsic motivation.
lower order needs.
needs for power and affiliation.
basic needs.
©McGraw-Hill Education.
The answer is A. Three innate needs – competence, autonomy, and relatedness.
12
Process Theories of Motivation
Equity (justice) theory
Equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.
The model is based on our evaluation and comparison of outputs and inputs with relevant others.
©McGraw-Hill Education.
13
Elements of Equity Theory
©McGraw-Hill Education.
Process Theories of Motivation: Justice Theory
Organizational justice refers to the extent to which people perceive that they are treated fairly at work.
Three types of justice
Distributive Justice
Procedural Justice
Interactional Justice
©McGraw-Hill Education.
15
Process Theories of Motivation: Equity and Justice
Using equity and justice theories
Employee perceptions are what count.
Employees want a voice in decisions that affect them.
Employees should be given an appeals process.
Leader behavior matters.
A climate for justice makes a difference.
©McGraw-Hill Education.
16
Process Theories of Motivation: Expectancy Theory
Jump to Appendix 3 for description
People are motivated to behave in ways that produce desired combinations of expected outcomes.
©McGraw-Hill Education.
17
Applying Expectancy Theory
| FOR MANAGERS | FOR ORGANIZATIONS |
| Determine the outcomes that employees value. | Reward people for desired performance, and do not keep pay decisions secret. |
| Identify good performance so appropriate behaviors can be rewarded. | Design challenging jobs. |
| Make sure employees can achieve targeted performance levels. | Tie some rewards to group accomplishments to build teamwork and encourage cooperation. |
| Link desired outcomes to targeted levels of performance. | Reward managers for creating, monitoring, and maintaining expectancies, instrumentalities, and outcomes that lead to high effort and goal attainment. |
| Make sure changes in outcomes are large enough to motivate high effort. | Monitor employee motivation through interviews or anonymous questionnaires. |
| Monitor the reward system for inequalities. | Accommodate individual differences by building flexibility into the motivation program. |
©McGraw-Hill Education.
18
Process Theories of Motivation: Goal-Setting Theory
Successful people have one thing in common…
their lives are goal oriented.
©McGraw-Hill Education.
19
How Does Goal Setting Work?
Goals that are specific and difficult lead to higher performance.
Certain conditions are necessary for goal setting to work.
People need ability and resources.
People need to be committed to the goal.
Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient.
Goal achievement leads to job satisfaction.
©McGraw-Hill Education.
20
Mechanisms Behind the Power of Goal Setting
Goals direct attention
Goals regulate effort
Goals increase persistence
Goals foster task strategies and actions plans
©McGraw-Hill Education.
21
Test Your OB Knowledge (3 of 4)
Jane believes if she works hard and takes an online class she will receive a promotion. What element of motivation does this represent?
justice theory
equity theory
instrumentality
valence
expectancy
©McGraw-Hill Education.
The answer is C. Instrumentality.
22
Motivating Employees: Job Design
Altering jobs to improve the quality of employee job experience and level productivity
©McGraw-Hill Education.
23
Top-Down Approaches to Job Design (1 of 4)
Scientific management
Conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning
Plus: increased efficiency and productivity
Negative: Encourages repetitive jobs which may lead to job dissatisfaction, poor mental health, stress, and a low sense of accomplishment and growth
©McGraw-Hill Education.
24
Top-Down Approaches to Job Design (2 of 4)
Job enlargement
Involves putting more variety into a worker’s job by combining specialized tasks of comparable difficulty
Job rotation
Calls for moving employees from one specialized job to another
Advantages of job rotation
Engagement and motivation increased
Increased worker flexibility and easier scheduling
Increased employee knowledge and abilities
©McGraw-Hill Education.
25
Top-Down Approaches to Job Design (3 of 4)
Job enrichment
Entails modifying a job such that an employee has the opportunity to experience greater
Achievement
Recognition
Stimulating work
Responsibility
Advancement
©McGraw-Hill Education.
26
Top-Down Approaches to Job Design (4 of 4)
The Job Characteristics Model
©McGraw-Hill Education.
27
The Job Characteristics Model
Linked to
Increased job satisfaction
Enhanced employee intrinsic motivation
Increased performance
Reduced stress
Lower absenteeism
©McGraw-Hill Education.
28
Bottom-Up Approaches to Job Design
Job crafting
Represents employees’ attempts to proactively shape their work characteristics, including
Scope, number and types of tasks
Quality and amount of interaction with others
Cognitive crafting: perception of or thinking about tasks and relationships in job
©McGraw-Hill Education.
29
Motivating Employees Through Job Design
Idiosyncratic Deals (I-Deals)
The employment deals individuals negotiate for themselves, taking myriad forms from flexible schedules to career development
Drives employee intrinsic motivation
©McGraw-Hill Education.
30
Test Your OB Knowledge (4 of 4)
Jorge would like to increase intrinsic motivation by giving his employees independence and discretion in certain aspects of their job. According to the job characteristics model, which core job dimension is he using?
task identity
task significance
autonomy
feedback
skill variety
©McGraw-Hill Education.
The answer is C. Autonomy.
31
Employee Motivation: Putting It All in Context
Figure 5.11 Organizational Framework for Understanding and Applying OB
Jump to Appendix 6 for description
Copyright 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
©McGraw-Hill Education.
32
Appendix 1 Content Theories of Motivation (2 of 3)
Maslow’s need hierarchy is represented with a pyramid.
Bottom level: Physiological, the most basic needs. Entails having enough food, air, and water to survive.
Next, going up: Safety, consists of the need to be safe from physical and psychological harm.
Next: Love, the desire to be loved and to love. Includes the needs for affection and belonging.
Next: Esteem, need for reputation, prestige, and recognition from others. Also includes need for self-confidence and strength.
At the top, self-actualization: Desire for self-fulfillment, to become the best one is capable of becoming.
©McGraw-Hill Education.
Appendix 2 Elements of Equity Theory
The graphic outlines a person’s perceptions.
Outputs being pay, benefits, assignments, and the like. My ratio, “What am I getting out of my job?” versus Others’ ratio, “What are others getting out of their jobs?”
Inputs are time, skills, education, and the like. My ratio, “What am I putting into my job?” versus Others’ ratio, “What are others putting into their jobs?”
The results are Equity, “I’m satisfied. I see myself as faring comparably with others.” Negative inequity, “I’m dissatisfied. I see myself as faring worse than others.” Positive inequity, “Am I satisfied? I see myself as faring better than others.”
©McGraw-Hill Education.
Appendix 3 Process Theories of Motivation: Expectancy Theory
Effort
Expectancy, “What are the chances of reaching my performance goal?”
Performance Goal
Instrumentality, “What are the chances of receiving various outcomes if I achieve my performance goals?”
Outcomes
Valence, “How much do I value the outcomes I will receive by achieving my performance goals?”
©McGraw-Hill Education.
Appendix 4 Motivating Employees: Job Design
The graphic shows the three different approaches to job design.
Historical, was a top down approach. Management designs the job.
Recent, is a bottom up approach. Employee or work teams design the job.
Emerging, is an idiosyncratic deal, or I deals, approach. Employee and management design job.
©McGraw-Hill Education.
Appendix 5 Top-Down Approaches to Job Design (4 of 4)
Moderators. Not everyone wants a job covering all five characteristics. Job design is moderated by, 1, knowledge and skill, 2, growth need strength, 3, context satisfactions. These moderators will affect or moderate both the critical psychological states and the outcomes.
| Core job characteristics | Critical psychological states | Outcomes |
| Skill variety, task identity, task significance | Experienced meaningfulness of the work. | High intrinsic work motivations. High growth satisfaction. High general job satisfaction. High work effectiveness. |
| Autonomy | Experienced responsibility for outcomes of the work. | High intrinsic work motivations. High growth satisfaction. High general job satisfaction. High work effectiveness. |
| Feedback from job | Gained knowledge of the actual results of the work activities. | High intrinsic work motivations. High growth satisfaction. High general job satisfaction. High work effectiveness. |
©McGraw-Hill Education.
Appendix 6 Employee Motivation: Putting It All in Context
The Organizing Framework for Understanding and Applying OB shows the relationship between the three categories Inputs, Process, and Outcomes.
Inputs
Person factors: personality, personal attitudes, values (Theories X and Y), needs
Situation factors: hygiene factors, motivating factors, job characteristics, job design, leadership, organizational climate
Leads to
Processes
Individual Level: equity and justice, expectancy processes and goal-setting processes, and voice
Group/Team Level: climate for justice
Organizational Level: climate for justice
Leads to
Outcomes
Individual Level: intrinsic and extrinsic motivation, task performance, work attitudes, citizenship behavior, counterproductive behavior, and turnover
Group/Team Level: group and team performance
Organizational Level: customer satisfaction
In return, Outcomes relates to both Inputs and Processes.
©McGraw-Hill Education.
