IO Psy unit IV assessment 2 questions

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UNIT IV STUDY GUIDE

Performance Management

Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to:

1. Differentiate between the major theories of motivation 2. Compare and contrast the different components of equity theory, the

two-factor theory, and reinforcement theories of motivation. 3. Discuss the expectancy theory of motivation. 4. Define job satisfaction. 5. Evaluate the major approaches for measuring job satisfaction. 6. Analyze the relationship between job satisfaction and other factors (e.g.,

job performance, turnover, etc.) 7. Discuss the different types of commitment exhibited in the workplace. 8. Describe and apply job characteristics to the person-job fit.

Unit Lesson Employee Motivation, Satisfaction, and Commitment In the previous unit, you learned ways to conduct a performance appraisal, which is a major aspect of employee performance management (Seiden & Sowa, 2011). Often, employee performance depends on the extent to which they are able to perform their job activities well, as well as the degree to which they are willing to put forth the effort to perform well. In this unit, we will discuss ways to increase the latter, by motivating employees and creating the conditions necessary for employees to feel satisfied and committed to their job. We will discuss specific ways to improve and/or maintain employee performance and enhance the well-being of employees through increasing positive work attitudes, such as job satisfaction. I/O psychologists use a variety of methods to do this, such as redesigning jobs, rewarding good performance, and ensuring that employees are treated fairly. Employee Motivation Employee motivation refers to, “an internal state that induces a person to engage in a particular behavior,” (Spector, 2012, 194). When employees are motivated, they make choices to act in a certain way or direction, exerting intense efforts, persistently, over time (Spector, 2012). I/O psychologists recognize and apply a variety of motivation theories relevant to work settings. Organizations and work groups often face challenges with regard to employee motivation. An organization may hire an I/O psychologist as a consultant to assess employee motivation, satisfaction, and other attitudes and to intervene in order to improve these. The consultant would refer to research and theories of motivation to help diagnose and address the situation. Let’s review a few of the major theories of work motivation. Need theories are based on the notion that human beings are driven to satisfy certain desires, with some of these being essential, such as the need to eat. According to these theories, employees are most likely to behave in ways that

Reading Assignment Chapter 8: Theories of Employee Motivation Chapter 9: Feelings About Work: Job Attitudes and Emotions

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will allow them to fulfill their needs. Some theories, such as Maslow’s Hierarchy of Needs, suggest that these needs are universal. It suggests that everyone has basic needs, including physiological, safety, love, esteem, and self-actualization needs. According to the theory, we are motivated to fulfill these needs in a certain order, beginning with physiological needs, and we will be distracted by these needs and unable to focus fully on fulfilling higher order needs until lower order needs are met. This theory is often applied in the workplace. For example, an implication of this theory is that managers should ensure that employees are provided adequate access to nutritious meals and time to eat at regular intervals to reduce distractions of physiological needs. Another example would be ensuring that employees are able to work free from threats of harassment or bullying in the workplace. There are a variety of need-based theories of motivation which have implications for the workplace, and I/O psychologists can use to increase employee motivation. Reinforcement theories of motivation suggest that employees are motivated to behave in certain ways depending on the rewards and/or consequences associated with different choices of behavior. Much research has explored the effects of different types of reward systems. For example, incentive systems reward employees differently depending on their performance (e.g., a car salesperson may receive a small base pay and make most of their money when they actually sell a car). These systems can be effective, although it may be much more difficult to apply an incentive system to other types of jobs (e.g., a school bus driver). The rewards can also be based on attendance and other factors (Spector, 2012). Studies show that, while pay and benefits are not the only important factors involved in employee motivation, they do make a difference. For example, one study suggests that employees are more motivated to stay with the organization if they are receiving benefits such as pensions and health care benefits. Organizations should strive to ensure that they are paying employees comparable to others in their industry (Towers Watson, 2010). Expectancy Theory By this theory, motivation is explained as a function of three factors, referred to as expectancy, valence, and instrumentality. Expectancy refers to the degree to which the employees believe they have the ability to do the behavior or perform the task. The more they believe in their ability to do the job, the more motivated they will be to put forth the effort needed to do well. Valence refers to the extent to which the employee values the reward. The more employees value or like the reward, the more motivated they will be to put forth the effort needed to do well. Instrumentality refers to the degree to which employees believe that if they perform well, they will actually get the reward (e.g., is there competition for the reward?). If employees believe that if they perform well, they will automatically get the reward, they will be more motivated to put forth the effort needed. These are just a few of the theories that I/O psychologists use to understand employee motivation; there are many others, such as self-determination theories, goal-setting theories, and justice theories. Emerging areas of motivation research are even looking at the use of internal marketing approaches to increase employee motivation. For example, Cardy and Lengnick- Hall (2011) suggest approaching employees as you would customers, recognizing that employees are likely comparing their organization’s “brand” as an employer to that of competitors. The researchers suggest that, just as customers may become attached to brands such as Coca-Cola, they may be more motivated to stay with an organization that espouses certain values that

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are consistent with their own. Therefore, it is important for organizations and managers to understand their employees and to develop a work culture that reflects these values. They also suggest that employees are looking for a good deal. They want to know that they are getting a good bargain (e.g., pay for what they contribute to the organization) from their current employer, compared to the deal that they could get working for other employers. These research findings can be applied to create interventions and to set strategies for organizations to improve employee motivation. Job Satisfaction and Commitment Job satisfaction refers to, “the extent to which people like their jobs,” (Spector, 2012, p. 216). It is related to organizational commitment, which refers to, “the attachment of the individual to the organization,” (Spector, 2012, p. 235). Both job satisfaction and organizational commitment are predictors of job performance, among many other positive outcomes (Spector, 2012). Research shows that there are strategies organizations can take to increase employee satisfaction and commitment. For example, Cardy and Lengnick-Hall (2011) suggest that organizations are more likely to retain employees when they offer certain services (e.g., career planning resources), provide room for advancement, and reward employees for staying with the organization. There are a variety of other approaches that organizations can take to increase positive employee attitudes. Flexible Work Arrangements Many organizations are using flexible working arrangements to increase employee job satisfaction and to retain good employees. Grobler and Bruyn (2011) suggest that these practices can help organizations retain employees, reduce employee absences and tardiness, while increasing employee job satisfaction, commitment, and morale. Specific examples of these practices include offering the option for employees to work part-time, allowing two employees to share one job, offering telework options, allowing employees to work their typical weekly hours within a shorter time frame (e.g., working 10 hours a day for four days each week), and allowing employees to dress casually. Job rotation Another strategy that organizations use to increase positive employee attitudes is job rotation. This involves rotating employees through different jobs, as opposed to keeping the same employees working in the same position permanently. For example, a manager may work with the marketing department on a project lasting six months, followed by six months working in sales, etc. This can prevent boredom, and it is particularly helpful when employees plateau, or reach the highest level within their current job (McCleese & Eby, 2006) Career Development When organizations provide employees with opportunities to develop their skills, in ways that are both aligned with the needs of the organization and with the career goals of the employee, they are likely to increase satisfaction and commitment. For example, Schnake, Williams, and Fredenberger (2007) suggest offering resources and tools for employees to engage in career development. Organizations can offer workshops for employees to engage in career development, provide examples of different career paths within the organization, as well as provide mentoring opportunities.

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These are just a few examples of the ways in which organizations can increase employee satisfaction and commitment. Employee attitudes, such as job satisfaction, are a central focus in I/O psychology. Employee attitudes are associated with a variety of other outcomes, and there is evidence suggesting that interventions to enhance these attitudes are effective. Research also suggests that ensuring that employees are a good match for the position, “person-job fit,” can help to facilitate job satisfaction (Spector, 2012).

References Cardy, R. L., & Lengnick-Hall, M. L. (2011). Will they stay or will they go?

Exploring a customer oriented approach to employee retention. Journal Of Business & Psychology, 26(2), 213-217.

Grobler, P. A., & de Bruyn, A. J. (2011). Flexible Work Practices (FWP) -- An

effective instrument in the retention of talent: A survey of selected JSE- listed companies. South African Journal Of Business Management, 42(4), 63-78.

McCleese, C. S., & Eby, L. T. (2006). Reactions to job content plateaus:

examining role ambiguit and hierarchical plateaus as moderators. Career Development Quarterly, 55(1), 64-76.

Schnake, M. E., Williams, R. J., & Fredenberger, W. (2007). Relationships

between frequency of use of career management practices and employee attitudes, intention to turnover, and job search behaviour. Journal Of Organizational Culture, Communications & Conflict, 11(1), 53-64.

Seiden, S., & Sowa, J. E. (2011). Performance management and appraisal in

human service organizations: management and staff perspectives. Public Personnel Management, 40(3), 251-264.

Spector, P. E. (2012). Industrial and organizational behavior: Research and

practice (6th ed.). Hoboken, NJ: John Wiley & Sons, Inc. Towers Watson (2010). Retirement Attitudes. Retrieved from

http://www.towerswatson.com/assets/pdf/2717/Towers-Watson- Retirement-Pt3-Attitudes.pdf