ORGANIZATIONAL BEHAVIOR Chapter 6 - 8 Motivation Emotions & Moods ORB Chapter 6-8

What Is Motivation? Motivation Key Elements The process that accounts for an individual ‘s efforts towards any goal. The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal Key Elements Intensity: How hard a person tries Direction: Toward beneficial goal Persistence: How long a person tries ORB Chapter 6-8

Direction Intensity Persistence What Is Motivation? Direction Intensity Motivation is the process that accounts for an individual’s intensity, direction, and persistence of effort toward the attainment of a goal. Intensity is concerned with how hard a person tries. This is the element most of us focus on when we discuss the topic of motivation. However, unless effort is channeled in a direction that benefits the organization, high intensity is no guarantee of favorable job-performance outcomes. Quality of effort, therefore, is just as important as intensity of effort. Finally, persistence (how long a person can maintain effort) is important. A motivated person stays with a task long enough to achieve his or her goal. Persistence ORB Chapter 6-8

Key Motivational Theories McGregor Theory X and Y Maslow’s Need Hierarchy Theory Hertzberg's Motivation – Hygine Theory McClelland Need Achievement Theory Vroom Expectancy Theory Equity Theory ORB Chapter 6-8

Application of Motivational Concepts Job Design Job Design & Scheduling Alternative work arrangements ORB Chapter 6-8

Job Design Theory Job Characteristics Model (JCM) Model proposes that any job can be defined in terms of five core job dimensions : Skill variety Task identity Task significance Autonomy feedback ORB Chapter 6-8

Job Design Theory Skill Variety Task Identity Task Significance The degree to which a job requires a variety of different activities (how may different skills are used in a given day, week, month?) (Meaningful) Task Identity The degree to which the job requires completion of a whole and identifiable piece of work (from beginning to end) (Meaningful) Task Significance The degree to which the job has a substantial impact on the lives or work of other people (Meaningful) ORB Chapter 6-8

Job Design Theory Autonomy Feedback The degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out (Responsible) Feedback The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance (Knowledge) ORB Chapter 6-8

Job Design and Scheduling Job Rotation ( cross-training) The periodic shifting of a worker from one task to another Job Enlargement The horizontal expansion of jobs for individual Job Enrichment The vertical expansion of jobs increase the employee freedom ORB Chapter 6-8

Alternative Work Arrangements Flextime Employees work during a common core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core. Job Sharing The practice of having two or more people split a 40-hour-a-week job ORB Chapter 6-8

Example of a Flextime Schedule E X H I B I T 7–3 ORB Chapter 6-8

Alternative Work Arrangements Telecommuting Employees do their work at home on a computer that is linked to their office. Categories of Telecommuting Jobs Routine information-handling tasks Mobile activities Professional and other knowledge-related tasks ORB Chapter 6-8

Telecommuting Advantages Larger labor pool Higher productivity Less turnover Improved morale Reduced office-space costs Disadvantages (Employer) Less direct supervision of employees Difficult to coordinate teamwork Difficult to evaluate non-quantitative performance ORB Chapter 6-8

Performance = f (A x M x O) Source: Adapted from M. Blumberg and C.D. Pringle, “The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance,” Academy of Management Review, October 1982, p. 565. E X H I B I T 6–9 ORB Chapter 6-8

Emotions—Why Emotions Were Ignored in OB Emotions are critical factor in employee behavior. The “myth of rationality” Emotions of any kind are disruptive to organizations. Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency. ORB Chapter 6-8

ORB Chapter 6-8

Aspects of Emotions Biology of Emotions Originate in brain’s limbic system Intensity of Emotions Personality Job requirements Frequency and Duration of Emotions How often emotions are exhibited How long emotions are displayed Functions of Emotions Critical for rational thinking Motivate people ORB Chapter 6-8

Mood as Positive and Negative Affect Emotions could be classified as positive or negative Positive affect : mood dimensions consisting of positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end. Negative Affect : mood dimensions consisting of nervousness, stress and anxiety at the high end, and relaxation, tranquility, and poise at the low end. ORB Chapter 6-8

Mood as Positive and Negative Affect ORB Chapter 6-8

Sources of Emotions and Moods Personality Affect intensity : individual differences in the strength with which individuals experience their emotions. Day and Time of the Week People are in their best moods on weekends. Weather Weather has little impact on mood Stress Stress affects emotions and moods negatively ORB Chapter 6-8

Sources of Emotions and Moods Social Activities Social activities increase positive mood Sleep Sleep quality affects mood Exercise Exercise enhances people’s positive mood Age Emotional experience tends to improve with age ORB Chapter 6-8

Gender and Emotions Women Can show greater emotional expression Experience emotions more intensely Display emotions more frequently Are more comfortable in expressing emotions Are better at reading others’ emotions Men Believe that displaying emotions is inconsistent with the male image Are innately less able to read and to identify with others’ emotions Have less need to seek social approval by showing positive emotions ORB Chapter 6-8

External Constraints on Emotions Organizational Influences Cultural Influences Individual Emotions ORB Chapter 6-8

Emotional Labor A situation in which an employee expresses organizationally desired emotions during interpersonal transactions. Emotional dissonance—Inconsistencies between the emotions we feel and the emotions we project. ORB Chapter 6-8

Felt vs. Displayed Emotions Felt Emotions An individual’s actual emotions Displayed Emotions Emotions that are organizationally required and considered appropriate in a given job ORB Chapter 6-8

OB Applications of Emotions and Moods Emotions and Selection Emotions affect employee effectiveness. Decision Making Emotions are an important part of the decision-making process in organizations. Creativity Positive mood increases creativity. Motivation Emotional commitment to work and high motivation are strongly linked. Leadership Emotions are important to acceptance of messages from organizational leaders. ORB Chapter 6-8

OB Applications Interpersonal Conflict Conflict in the workplace and individual emotions are strongly intertwined. Negotiation Emotions can impair negotiations. Customer Services Emotions affect service quality delivered to customers which, in turn, affects customer relationships. Job Attitudes Can carry over to home Deviant Workplace Behaviors Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). ORB Chapter 6-8