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Motivation

Chapter 5. Motivation. Determinants of Job Performance. Willingness to perform. Job Performance. Capacity to perform. Opportunity to perform. Determinants of Job Performance.

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Motivation

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  1. Chapter 5 Motivation

  2. Determinants of Job Performance Willingnessto perform Job Performance Capacity to perform Opportunity to perform

  3. Determinants of Job Performance It is Risky to Assume that a Performance Problem is Always a Motivation Problem!

  4. Motivation Components • Direction: What you Choose to Do, When Given Alternatives. • Intensity: Strength of Response or Effort Exerted. • Persistence: How Long You Will Continue to Exert Effort.

  5. Motivation All Employees are “Motivated” – But, the Direction, Intensity, and Persistence of that Motivation may Not Match the Behavior Desired!

  6. Motivation Starting Point:The Individual How does Diversity impact a manager’s attempts to Motivate employees?

  7. Motivation Starting Point:The Individual What are “needs” and how do they impact Motivation?

  8. Maslow’s Need Hierarchy Maslow defined human needs as: • Physiological • Safety & Security • Belongingness, Social, & Love • Esteem • Self-Actualization

  9. Maslow’s Need Hierarchy Related to the Job How can each of these Need Levels be satisfied by Work ? • Physiological • Safety and Security • Belongingness, Social, and Love • Esteem • Self-Actualization

  10. Maslow’s Theory: Key Points What are the keys points made in Maslow’s Theory of Motivation?

  11. Alderfer’s ERG Theory Alderfer’s hierarchy involves three sets of needs: • Existence • Relatedness • Growth

  12. Allderfer’s ERG Theory: Key Point Compare Maslow’s concept of the satisfaction-progressionprocess, to Alderfer’s concept of a frustration-regression process. ● Example of frustration-regression?

  13. Alderfer’s ERG Theory: Management Application If a subordinate’s higher-order needs (e.g., growth) are blocked, perhaps because of company policy or lack of resources, it is in the manager’s best interest to attempt to redirect the subordinate’s efforts toward relatedness or existence needs.

  14. Herzberg’s Two-Factor Theory ●What are the “Two Factors?” ●Examples of each in the Workplace?

  15. Extrinsic Conditions: Dissatisfiersor “Hygienes” Salary Job Security Working Conditions Status Company Procedures Quality of Supervision Quality of Interpersonal Relations at work IntrinsicConditions: Satisfiersor “Motivators” Achievement Recognition Responsibility Advancement The Work itself The Possibility of Growth Herzberg’s Two-Factor Theory

  16. Traditional versus HerzbergView of Job Satisfaction I. Traditional Job Satisfaction Theory High Job Dissatisfaction High Job Satisfaction II. Herzberg’s Two-Factor Theory No Job Satisfaction High Job Satisfaction Based on Motivators • Feeling of achievement • Meaningful work •Opportunities for growth •Increased responsibility •Opportunities for advancement •Recognition High Job Dissatisfaction No Job Dissatisfaction Hygiene Factors • Pay • Status •Job security •Working conditions •Employee benefits •Policies and procedures •Interpersonal relations

  17. Global OB (p. 128) Motivation & Hygiene Factors Across Cultures • Are Herzberg’s concepts of Satisfaction and Dissatisfaction supported?

  18. Herzberg’s Two-Factor Theory:Job Enrichment • What is Job Enrichment? • How can Job Enrichment increase an individual’s motivation?

  19. Organizational Encounter (p. 129) Organizational Citizenship Behaviors (OCBs) • Types/Examples? • Why do Employees engage in OCBs? • How can we encourage OCBs?

  20. McClelland’s Learned Needs Theory Achievement (n Ach) Affiliation (n Aff) Power (n Pow)

  21. McClelland’s Theory: Key Point How does McClelland’s Theorydiffer from the concepts of Maslow and Alderfer?

  22. Comparison of the Content Theories Maslow (need hierarchy) Self-actualization Esteem Belongingness, social, and love Safety and security Physiological • Herzberg • (two-factor theory) • The work itself • Responsibility • Advancement • Growth • Achievement • Recognition • Quality of inter- • personal relations • at work • Job security • Working conditions • Salary Alderfer Growth Relatedness Existence McClelland Need for Achievement Need for Power Need for Affiliation Higher order needs Motivators Hygiene conditions Basic needs

  23. Founders of the Theories Vroom –Expectancy theory of choices Adams – Equity theory based on comparisons that individuals make Locke – Goal-Setting theory (conscious goals and intentions are the determinants of behavior) Process Theories of Motivation

  24. Vroom’s Expectancy Theory • Motivation is a process governing choices among alternate forms of voluntary activity. • Most behaviors are considered to be under the voluntary control of the person and consequently are motivated.

  25. Vroom’s Expectancy Theory Motivation=Expectancy x Instrumentality x Valence M = E x I x V A multiplicative relationship!

  26. Expectancy: First-Level Outcomes First-level outcomes result from behavior and are associated withdoing the job. • First-level outcomes include : • Productivity • Quality of Production • Absenteeism • Turnover

  27. Expectancy: Second-Level Outcomes Events (rewards and punishments) that the first-level outcomes are likely to produce, such as: • Merit Pay Increases • Promotions • Group Acceptance or Rejection • Termination

  28. Expectancy Theory: Key Terms • Instrumentality • The perception by an individual thatfirst-level outcomes (performance) are associated with second-level outcomes (rewards). • Valence • The individual’s Preferences for outcomes • Applies to both 1st and 2nd Level outcomes

  29. Expectancy Theory: Key Terms • Expectancy • The individual’s belief regarding the likelihood(or subjective probability) that a particular behavior will be followed by a particular outcome(a probability statement).

  30. Expectancy Theory: Key Terms 2 Types of Expectancies • Effort-Performance Expectancy (E→P) • Performance-Outcome Expectancy (P→O)

  31. Expectancy Theory Second-level outcome First-level outcome E P EXPECTANCY Perceived Probability of successful Performance, given effort Second-level outcome Effort Performance First-level outcome Second-level outcome Second-level outcome P O EXPECTANCY First-level outcome Second-level outcome Perceived Probability of receiving an Outcome (Reward/Punishment), given performance Second-level outcome

  32. Vroom’s Expectancy Theory Motivation=Expectancy x Instrumentality x Valence M = E x I x V A multiplicative relationship!

  33. Equity Theory What does Equity Theory tell us about: • Comparison • Rewards • Motivation

  34. Equity Theory: Key Terms • Person–the Individual perceiving equity or inequity. • Comparison Other– any group or person used by “Person” as a Referent regarding the ratio of inputs and outcomes. • Inputs– the individual characteristics brought by “Person” to the job. • Outcomes– what “Person” received from the job.

  35. The Equity Theory of Motivation Compares Person’s Input/Outcome Ratio to reference person’s (RP) inputs (I) and outcomes (O) A Person (P) with certain Inputs (I) and receiving certain Outcomes (O) and Perceives OPORP IP IRP Equity = or Inequity OPORP IP IRP < or Inequity OPORP IP IRP > IP: Inputs of the person OP: Outcomes of the person IRP: Inputs of reference person ORP: Outcomes of reference person

  36. Change Procedures to Restore Equity • Change Inputs • Change Outcomes • Change Attitudes • Change the Reference Person • Change the Inputs or Outcomes of the Reference Person • Leave the field (Quit!)

  37. Organizational Justice The degree to which individuals feel fairly treated at the workplace • What isDistributiveJustice? • What isProceduralJustice?

  38. Procedural Justice: Positive Impact What Positive Impacts can Procedural Justice produce in the workplace?

  39. Organizational Justice The degree to which individuals feel fairly treated at the workplace • What isInterpersonalJustice? • What isInformationalJustice?

  40. Goal Setting: Key Concepts

  41. Examples of Goal Setting at Work • Landing 5 new customers or increasing sales to existing customers by 10% over the next 12 months. • Decreasing waste in the manufacturing process by 20% over the next 3 years.

  42. Goal Setting at Work Specific, Challenging Goals (if Accepted) result in Higher Performance.

  43. Goal Setting Applied to Organizations Goal Characteristics: • Clear •Meaningful •Challenging Rewards: Preferred by Individual or Team Performance: Desired by Organization Moderators: •Ability •Commitment •Feedback

  44. You Be the Judge (p. 139) • Is “Participative Management” an Ethical Imperative? • Why or Why Not?

  45. Exchange Theory What is “exchanged” for what in this theory?

  46. Psychological Contract • What is a “Psychological Contract” at work? • What factors can the Exchanges involve? • Why must the Manager be attuned to the needs and expectations of employees?

  47. Conclusions for Managers 1. Managers can influence the motivation of employees! 2. To motivate employees, managers must be aware of differences in employees’ needs, abilities, &goals. Managers must also recognize differences in preferences (valences) for rewards.

  48. Conclusions for Managers 3. Monitoring the needs, abilities, goals, and preferences of employees is every manager’s responsibility --- not just human resource managers! 4. Managers should work to provide employees with jobs offering task challenge, diversity, and opportunities for need satisfaction.

  49. Case 5.1 – Comparing Co-Workers 1. What is your opinion of “Forced Ranking” performance appraisals? ●Do they motivate employees? ●Explain your viewpoint.

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