Chapter 5 Organizational Behavior Nelson & Quick, 6th edition Motivation at Work Chapter 5 Organizational Behavior Nelson & Quick, 6th edition

Definition of Motivation Motivation - the process of arousing and sustaining goal-directed behavior Photos courtesy of Clips Online ©2008 Microsoft Corporation 6 6 6 2 2 6

Early Philosophers Internal Motivational Theories Max Weber work contributes to salvation Protestant work ethic Sigmund Freud - Psychoanalysis delve into the unconscious mind to better understand a person’s motives and needs 7 7 7 3 5 7

Early Philosophers External Motivational Theories Adam Smith “Enlightened” self-interest; that which is in the best interest and benefit to the individual and to other people Technology is a labor productivity multiplier Frederick Taylor Founder of scientific management Emphasized cooperation between management and labor to enlarge profits 7 7 7 3 5 7

Employee Recognition and Ownership Built on Smith and Taylor’s theories Emphasize external incentives Aimed at reducing turnover; building commitment “Feelings of ownership” increases organizational citizenship behavior (includes both psychological needs and external incentives) Employee Of the Month Photos courtesy of Clips Online ©2008 Microsoft Corporation

Maslow’s Hierarchy of Needs Need hierarchy - theory that behavior is determined by a progression of physical, social, and psychological needs SA Lowest to highest order Esteem Love (Social) Safety & Security Physiological 2 5 2 2 4 6

Motivational Theories X & Y Theory X A set of assumptions of how to manage individuals who are motivated by lower order needs Theory Y A set of assumptions of how to manage individuals who are motivated by higher order needs.

Human Needs, Theory X, and Theory Y SA Esteem Theory Y Love (Social) Safety & Security Theory X Physiological 2 5 2 2 7 5

McGregor’s Assumptions About People Based on Theory X McGregor’s Assumptions About People Based on Theory X Naturally indolent Lack ambition, dislike responsibility, and prefer to be led Inherently self-centered and indifferent to organizational needs Naturally resistant to change Gullible, not bright, ready dupes SOURCE: Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org. Photos courtesy of Clips Online ©2008 Microsoft Corporation 7 8

McGregor’s Assumptions About People Based on Theory Y McGregor’s Assumptions About People Based on Theory Y Passive and resistant behaviors not inherent: result of organizational experience People possess Motivation Development potential Capacity for assuming responsibility Readiness to direct behavior toward organizational goals SOURCE: Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org. Photos courtesy of Clips Online ©2008 Microsoft Corporation 8 9

McGregor’s Assumptions About People Based on Theory Y Management’s task - arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals Individual’s goals Organization’s goals SOURCE: Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http://www.amanet.org. 8 9

Alderfer’s ERG Theory Growth Relatedness Existence SA Esteem SA Growth Esteem Relatedness Love (Social) Safety & Security Existence Physiological 10

McClelland’s Need Theory: Need for Achievement McClelland’s Need Theory: Need for Achievement Need for Achievement - a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties Photos courtesy of Clips Online ©2008 Microsoft Corporation 6 6 6 15 2 6

McClelland’s Need Theory: Need for Power McClelland’s Need Theory: Need for Power Need for Power - a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life Photos courtesy of Clips Online ©2008 Microsoft Corporation 6 6 6 16 2 6

McClelland’s Need Theory: Need for Affiliation McClelland’s Need Theory: Need for Affiliation Need for Affiliation - a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people Photos courtesy of Clips Online ©2008 Microsoft Corporation 6 6 6 17 2 6

3 Motivational Need Theories Maslow McGregor Alderfer McClelland Self-actualization Growth Need for Achievement Esteem self interpersonal Higher Order Needs Need for Power Theory Y Belongingness (social & love) Relatedness Need for Affiliation Safety & Security interpersonal physical Lower Order Needs Theory X Existence Physiological Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved 18

Herzberg’s Two-Factor Theory Motivation Factor - work condition related to the satisfaction of the need for psychological growth job enrichment leads to superior performance & effort 9 11

Herzberg’s Two-Factor Theory Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain maintenance factor contributes to employee’s feeling not dissatisfied contributes to absence of complaints 9 11

Motivation-Hygiene Theory of Motivation Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary? Motivation factors increase job satisfaction Company policy & administration Supervision Interpersonal relations Working conditions Salary Status Security Hygiene factors avoid job dissatisfaction SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission. 10 13

Motivation-Hygiene Combinations Motivation-Hygiene Combinations (Motivation = M, Hygiene = H) 14

Questions on Herzberg’s Theory Is salary a hygiene or a motivational factor? What role do individual differences (age, sex, social status, education) play? What role do intrinsic job factors (work flow process) play?

New Ideas in Human Motivation: Eustress, Strength, Hope New Ideas in Human Motivation: Eustress, Strength, Hope Eustress – healthy, normal stress Opportunities Challenges Energy Obstacles Barriers Frustration

New Ideas in Human Motivation: Positive Energy & Full Engagement Expend Energy Renewal and Recovery Build Positive Management of Energy

Social Exchange & Equity Theory Social Exchange & Equity Theory Equity theory focuses on individual-environment interaction Concerned with social processes Etzioni—calculated working relationships Both parties have demands Both parties make contributions Expect fair, equitable, ethical treatment

Individual—Organizational Exchange Relationship Individual—Organizational Exchange Relationship Organization Individual Organizational goals Departmental objectives Job tasks Physiological needs Security needs Physical needs Company status Benefits Income Developmental potential Employee knowledge Employee skills and abilities Demands Contributions SOURCE: J. P. Campbell, M. D. Dunnette, E. E. Lawler, III. And K. E. Weick, Jr. Managerial Behavior. Performance and Effectiveness (New York: McGraw-Hill, Inc., 1970. Reproduced with permission from McGraw-Hill, Inc.

Adam’s Theory of Inequity Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

Equity and Inequity at Work Person Comparison other Equity Outcomes = Outcomes Inputs Inputs Negative Outcomes < Outcomes Inequity Inputs Inputs Positive Outcomes > Outcomes Inequity Inputs Inputs Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved 19

Strategies for Resolution of Inequity Alter the person’s outcomes Alter the person’s inputs Alter the comparison other’s outputs Alter the comparison other’s inputs Change who is used as a comparison other Rationalize the inequity Leave the organizational situation 7 7 7 3 20 7

New Perspectives on Equity Theory New Perspectives on Equity Theory I prefer an equity ratio equal to that of my comparison other Equity Sensitive Photos courtesy of Clips Online ©2008 Microsoft Corporation 21

New Perspectives on Equity Theory New Perspectives on Equity Theory I am comfortable with an equity ratio less than that of my comparison other Benevolent Photos courtesy of Clips Online ©2008 Microsoft Corporation 22

New Perspectives on Equity Theory New Perspectives on Equity Theory Entitled I am comfortable with an equity ratio greater than that of my comparison other Photos courtesy of Clips Online ©2008 Microsoft Corporation 23

Expectancy Theory of Motivation: Key Constructs Expectancy Theory of Motivation: Key Constructs Valence - value or importance placed on a particular reward Expectancy - belief that effort leads to performance Instrumentality - belief that performance is related to rewards 24

Expectancy Model of Motivation Effort Performance Reward Perceived effort - performance probability Perceived performance - reward probability Perceived value of rewards “What are my chances of getting the job done if I put forth the necessary effort?” “What are my chances of getting the rewards I value if I satisfactorily complete the job?” “What rewards do I value?” 25

3 Causes of Motivational Problems 3 Causes of Motivational Problems Belief that effort will not result in performance Belief that performance will not result in rewards The value a person places on, or the preference a person has for, certain rewards

Moral Maturity Moral Maturity - the measure of a person’s cognitive moral development Morally mature people behave and act based on universal ethical principles. Morally immature people behave and act based on egocentric motivations. Photos courtesy of Clips Online ©2008 Microsoft Corporation

Cultural Differences Motivational theories are culturally bound Motivational theories are culturally bound Research results differ among cultures Photos courtesy of Clips Online ©2008 Microsoft Corporation

Ways to Motivate People Training Coaching Task assignments Rewards contingent on good performance Valued rewards available Photos courtesy of Clips Online ©2008 Microsoft Corporation

For Love of the Game Video Clip Chapter 5: Reflect & Discuss For Love of the Game Video Clip What to Watch for and Ask Yourself At what level are Billy Chapel’s esteem needs at this point in the game? Do you expect Gus Sinski’s talk to have any effect on Chapel? If it will, what effect do you expect it to have? What rewards potentially exist for Billy Chapel? Remember, this is the last baseball game of his career. For Love of the Game Billy Chapel (Kevin Costner), a 20-year veteran pitcher for the Detroit Tigers, learns just before the season’s last game that the team’s new owners want to trade him. He also learns that his partner, Jane Aubrey (Kelly Preston), intends to leave him. Faced with these daunting blows, Chapel wants to pitch a perfect final game. Director Raimi’s love of baseball shines through in some striking visual effects. The scene from For Love of the Game is a slightly edited version of the “Just Throw” sequence that begins the film’s exciting closing scenes. In this scene, Tiger’s catcher Gus Sinski (John C. Reilly) comes out to the pitching mound to talk to Billy. It is the beginning of Chapel’s last game. What to Watch for and Ask Yourself At what level are Billy Chapel’s esteem needs at this point in the game? Do you expect Gus Sinski’s talk to have any effect on Chapel? If it will, what effect do you expect it to have? What rewards potentially exist for Billy Chapel? Remember, this is the last baseball game of his career.