Theory & Practice Perspective Paper
S.SHARON
mgmt505_lectureslides_ch06-7_1.ppt
MGMT 505
Chapters 6 & 7:
Motivation
Motivation in Organizations
- In Organizational Behavior, motivation is defined as the force that drives an employee to perform well.
KSAOs (knowledge-skills-abilities-other characteristics) are qualifications used to determine whether an individual can do a job
Motivation may determine whether an individual will actually perform a job and at an acceptable level of performance
Performance motivation related to personality traits, esp. conscientiousness
Understanding a challenge to managers
Varies across employees
Changes based on needs
Maslow’s Need Theory
Physiological needs
Basic needs like food & water
Safety/Security needs
Need to produce a secure environment
Love or social needs
Desire to be accepted by others, to belong
Esteem needs
Being respected for accomplishments or capabilities
Self-actualization
Desire to develop capabilities to fullest
Variations on Maslow’s Theory
McClelland’s Need Theory
Need for Achievement
Need for Affiliation
Need for Power
Herzberg’s Two-factor Theory
Needs are independent (not hierarchical)
1) Hygiene factors
Pay, benefits, working conditions, job security, boss/co-worker relationships
2) Motivator factors
Responsibility, growth, challenge, job autonomy
Alderfer’s ERG Three-factor Theory
Existence (E)
Relatedness (R)
Growth (G)
Equity Theory & Motivation
Equity Theory: Perceived inequity becomes a motivating state of mind
People are motivated to behave in ways that restore equity in situations
Foundation of equity is social comparison
Individual Effort : Outcome Ratio must look like Others Effort : Outcome Ratio!
Common equity restoration behaviors:
Change work input
Leave the situation
Change the comparison person
Take actions to change inputs or outputs of comparison person
Organizational Justice Theory & Motivation
- Distributive justice
Perceived fairness of decisions made in organization
- Procedural justice
Perceived fairness of the methods used in the decision-making process
- Interactional justice
Perceived fairness of the interpersonal treatment an employee receives
Vroom’s VIE Theory
Vroom’s VIE theory
Valence
Strength of person’s value or preference for particular outcome.
Instrumentality
Perceived relationship between performance & attainment of a certain outcome.
Expectancy
Perceived relationship between effort and performance.
Goal Setting Theory & Motivation
Goal-setting:
Process of developing, negotiating, and formalizing targets or objectives
the goal is the motivational force!
Locke & Latham (1996): examined relationships among needs, motives, goals, & performance
Influencing factors:
Job/task complexity Time commitment
Access to resources Cooperation/competition
SMART Goals
Specific
Measurable
Achievable
Results-oriented
Time-bound
MBO: Management by Objectives
Goal-setting between manager and subordinate ensures mutual understanding, agreement, set expectations
Intrinsic and Extrinsic Motivators
- Intrinsic motivators are internally driven
- pride in one’s work
- feelings of accomplishment
- being part of a team
- autonomy
- Extrinsic motivators are externally driven
- salary – pay for performance, raises
- merit bonuses
- promotions
- benefits
- recognition awards
Can be monetary or non-monetary and performance-based or membership-based
Job Satisfaction
- Overall evaluation of a job, including components that are:
- Affective
- Behavioral – less likely to be congruent with satisfaction
- Cognitive Beliefs
- Attitudes - Relatively stable beliefs
- Predictors - three main approaches:
- Job characteristics
- Social information processing
- Personal disposition/Personality
- Some combination of these factors is likely the root cause
- Interesting research findings:
- Consistency across jobs
- Consistency across time
- Relationship between life satisfaction & job satisfaction
Perceptions
Comparisons
Expectations
Organizational Commitment
- Represents feelings and behavioral tendencies of employees toward their organization
- Attachment
- Dedication
- Likelihood of maintaining membership
- Meyer & Allen (1991) – commitment is multidimensional and employees may be committed for different reasons
- Affective
- ability to identify with organization; loyalty
- Continuance
- investment in current organization and cost of going to another organization
- Normative
- feeling of obligation to the organization
Outcomes of Job Satisfaction & Commitment
- Attitudinal variables
- Job involvement/withdrawal, mood, stress/tension, frustration
- Absenteeism
- Indicator of employee withdrawal or intention to quit
- Employee engagement
- Sense of urgency, focus, intensity, enthusiasm
- Employee turnover
- Voluntary termination may involve significant thought process
- Also dependent on personal factors, economic conditions
- Job performance
- Strong organizational performance = job satisfaction/performance
- OCB vs. CWB
What is Employee Engagement?
- Employee engagement is demonstrated when individuals commit themselves physically, cognitively, and emotionally while performing their jobs
Related to OCB
- Four components
Feelings of urgency
Feelings of being focused
Feelings of intensity
Feelings of enthusiasm
- Organizations foster engagement with:
A sense of meaningfulness
A sense of choice
A sense of competence
A sense of progress
