Case Study 3

Week 10– October 28, 2021

These slides are created solely for use by students enrolled in MGMT 3720.001 and not intended for use or distribution beyond the classroom environment.

: the concentration of energy that accounts

for the intensity, direction, and persistence of effort toward a

desired outcome.

Desires which serve to move

us closer to another desire –

these are penultimate in nature.

Desires which serves as the end point

in a series or chain of desires –

these are ultimate in nature.

What’s the connection between

emotion, attitude, and motivation?

As rational creatures, human beings employ

logic toward the application of problems.

Meaning-Making Theories

Concepts in

Humans beings are motivated by the

requirement to meet certain needs.

Needs Theories

Human beings have innate desire to exert

power in the form of physical or social control.

Self-Sufficiency Theories

Human beings desires are motivations of a

biological incentive system.

Biological Theories

Human beings are driven by the need to belong

and therefore seek acclaim and influence.

Sociality Theories

Concepts in

Maslow’s Hierarchy is widely recognized & referenced. It makes a certain amount of sense and is logically

simple. However, it’s not backed by a lot of research that would indicate it is universally

applicable. It should be considered to describe tendencies about motivation

and not the standard or metric.

Concepts in

McClelland’s Theory of Needs

The theory focuses on three needs:

• Need for achievement (nAch): drive to excel, to achieve in relation to a set of standards, to strive to succeed.

• Need for power (nPow): need to make others behave in a way that they would not have behaved otherwise.

• Need for affiliation (nAfl): desire for friendly and close interpersonal relationships.

• Goal-Setting Theory

• Goals tell an employee what needs to be done and how much effort is needed.

• Evidence suggests:

• Specific goals increase performance.

• Difficult goals, when accepted, result in higher performance than do easy goals.

• Feedback leads to higher performance than does non-feedback.

Concepts in

When offering goals,

managers must offer matching

or risk employees losing motivation.

Getting it done!

Strategies for

Motivating in

Organizations

1. Job Design/Characteristics

2. Flexible Definitions of Work

3. Employee Involvement

4. Reward Systems

“We like to give people the freedom to work where they

want, safe in the knowledge that they have the drive and

expertise to perform excellently, whether they at their

desk or in their kitchen. Yours truly has never worked out

of an office, and never will.”

Exhibit 8-1 The Job Characteristics Model

Source: Based on J. L. Pierce, I. Jussila, and A. Cummings, “Psychological Ownership within the Job Design Context: Revision of the Job Characteristics Model,” Journal of Organizational Behavior 30, no. 4 (2009): 477–96.

J o

b D

e s

i g

n -

Job rotation:

where employees

of an organization

are exposed to

several different

roles & profiles

across the

company.

Employees are

rotated across

various job

profiles to identify

unique skills and

abilities.

Job

Simplification:

breaking the job

into easier sub-

parts with the

intent to enhance

individual

productivity by

minimizing the

physical and

mental efforts

required to

perform a

complex job.

Job

Enlargement:

is an increase

in job tasks and

responsibilities to

make a position

more challenging.

Sometimes called

horizontal

expansion this

can help to stave

off boredom.

Job

Enrichment:

is an increase

in organizational

access and

responsibilities.

Very often used

to groom

individuals for

advancement

within the

organization.

What’s an Office Got to Do With It?

Flextime: the ability to operate outside of

typical 9-5 schedules.

Job Sharing: splitting job responsibilities between

two or more part-time positions.

Telecommuting: working remotely from

decentralized locations using

telecommunications devices.

Allowing for the voices of all parties to be heard, considered, and accounted

for when decisions are being made about organizational matters.

Allowing for formal representation of the diverse areas of an organization in

governance of organizational matters.

What out to you?

What’s to you?