PPT ON identify an organizational challenge facing your own public agency ( 10 SLIDES )

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Chapter 8
Motivation

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Motivation - Chapter 8

  • Explores theories of motivation as they relate to an effective organization
  • 4 major types:
  • Content
  • Cognitive
  • Behaviorism
  • Motivation in bureaus

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Focus Of Motivation Theories

  • Can be on internal needs known as intrinsic motivators or
  • Incentives known as extrinsic motivators

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Content (Need) Theories

  • Maslow’s hierarchy of needs
  • Alderfer’s ERG theory
  • McClelland’s social motives theory
  • Herzberg’s two-factor theory

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Content (Need) Theories

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Hierarchy Of Needs

  • Individuals are motivated to satisfy 5 unfulfilled needs
  • hierarchy,
  • Ranges from physiogical needs
  • to self-actualization: activities are performed for satisfaction of doing them

Abraham Maslow

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ERG Theory

  • Reformulated Maslow’s 5 needs into 3 categories: (E) existence, (R) relatedness, (G) growth
  • Contribution: ERG clarifies that needs are not necessarily in a hierarchical order

Clayton Alderfer

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McClelland’s Social Motives
(1/3)

  • Critic of Maslow
  • Needs are socially acquired not biologically determined
  • 3 needs:
  • Affiliation
  • Achievement
  • Power

David McClelland

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Social Motives (2/3)

  • Leadership style and effectiveness vary with degree of achievement need
  • High performance related to high-achievement needs

David McClelland

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Social Motives (3/3)

  • High-achiever managers: optimistic about subordinates, use participative methods, show concern for people and production
  • Moderate achievers: concerned with prestige, symbols
  • Low-achievers: focus on safety and security

David McClelland

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Two-factor Theory (1/3)

  • Satisfaction affected by two-factors: motivation & hygiene factors
  • Motivation factors: intrinsic to the work itself
  • Hygiene factors: linked to job context affected by management
  • Also known as satisfiers & dissatisfiers

Frederick Herzberg

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Two-factor Theory (2/3)

  • Satisfiers & dissatisfiers are separate factors and not on a continuum
  • Individuals associate
  • Good feelings w/ job content: responsibility, advancement, etc.
  • Bad feelings w/ job context, factors largely out of the individual’s control: supervision, policies, etc.

Frederick Herzberg

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Two-factor Theory (3/3)

  • Money can be satisfier and dissatisfier
  • More of a satisfaction theory than motivation theory
  • Satisfaction does not necessarily lead to motivation and higher productivity

Frederick Herzberg

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Will all employees follow the same motivational patterns?

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Motivation Patterns (Katz,Kahn)

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Cognitive Theories

  • Identify the factors that comprise the motivation process
  • Determine how and why these factors result in motivation
  • Vroom’s VIE theory
  • Porter-Lawler Model
  • Attribution or Locus of Control Theory

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VIE Model (1/3)

  • Motivation is the individual’s perception of the probability of achieving the goal
  • Individual makes 3 determinations based upon perceptions of what will occur

Victor Vroom

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VIE Model (2/3)

(V)alence is the strength of a person’s performance

(I)nstrumentality: perception that the individual can reach the goal

(E)xpectancy: perception the individual will receive the reward if meet the goal

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Vroom’s VIE Model (3/3)

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Porter-Lawler Model (1/2)

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Porter-Lawler Model (2/2)

Extension of Vroom’s theory

  • To affect job performance,
  • Employee has to have desire, ability, and put in the effort
  • Employer has to provide training, resources, reward

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Porter-Lawler Model (2/2)

  • Amount of effort to receive the reward
  • Energy an individual puts into an activity to reach the reward
  • Value of the rewards
  • Do the actual rewards correspond to what the individual perceives as an equitable reward for the amount of effort

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Attribution or Locus of Control Theory (1/2)

  • Individuals outcomes are internally or externally controlled
  • Individuals perceive control to others or self in the work environment
  • Locus of control perceptions affect behavior and performance

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Attribution or Locus of Control Theory (2/2)

  • Employees who perceive an internal locus find work more satisfying
  • Satisfaction affected by a participative leadership style
  • Managers who perceive a subordinate’s poor performance as due to internal factors (insufficient ability, effort, attentiveness) tend to respond w/ punitive measures

Mitchell & others

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Behaviorism Theory (1/4)

  • Assumptions:
  • Individuals are motivated by either rewards or punishments, external stimuli
  • Individuals can be influenced (manipulated)

Skinner

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Behaviorism (2/4)

  • Operant conditioning is the process through which behavior is learned and reinforced
  • Positive and negative reinforcers (stimuli) strengthen a desired behavior
  • Undesired behavior can be extinguished by not providing a reward or punished

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Behaviorism’s Interpretation (3/4)

  • Negative reinforcement de-emphasized in theory
  • Used in practice
  • Punishment suppresses undesirable behavior but often fails to eliminate

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Behaviorism’s Interpretation (4/4)

  • Punishment’s effects are hard to predict and can be dysfunctional to the org
  • Punishment can show an individual what not to do, but not what to do

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Motivation and Organizational Commitment (1/2)

  • Public servants are attracted to public and non-profit org
  • Less value on material reward

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Motivation and Organizational Commitment (2/2)

  • Commitment dimensions, desire to remain members of the org, willingness to perform, acceptance of org goals
  • Stability of the org goals
  • Distinctive image and mission
  • Money is important

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Motivation in Bureaus

  • Downs typology of officials:
  • Climbers
  • Conservers
  • Zealots
  • Advocates
  • Statesman

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Motivation in Bureaus

  • Climbers
  • Seeks to maximize power income and prestige by:
  • Promotion
  • Aggrandizement
  • Jumping

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Motivation in Bureaus

  • Conservers
  • Motivated to maximize their security and convenience
  • Resist change to avoid risk to their power, income, and prestige
  • Can be related to expectancy (less upward mobility due to age, etc.

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Motivation in Bureaus

  • Zealots
  • Motivated by higher level needs
  • Focus on narrow, sacred policies
  • High energy
  • Overcome bureaucratic obstacles to encourage change
  • Can generate conflict and resentment

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Motivation in Bureaus

  • Advocates
  • Motivated to promote best interests of bureau or assignment (loyal)
  • Promote for entire area of responsibility
  • Highly partisan externally, but impartial internally
  • Only promote significant policies
  • Magnify problems to obtain resources

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Motivation in Bureaus

  • Statesmen
  • Loyalty to broad concepts of public interest
  • Difficult to overcome formidable obstacles in bureau structure
  • Although not common, more likely when overall bureaucracy threatened

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Motivation Reconsidered

  • Beliefs about motivation affect leadership style which in turn affects the culture of the organization

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