Managing Behavior In Organizations Sixth Edition Jerald Greenberg Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Motivating People to Work Chapter Six Motivating People to Work Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall 2

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Learning Objectives DEFINE motivation and IDENTIFY its fundamental components EXPLAIN the motivational-fit approach and what it suggests about how to improve motivation in organizations EXPLAIN how goals may be set to motivate workers to improve their job performance DESCRIBE equity theory and explain how it may be applied to motivating people in organizations DESCRIBE expectancy theory and EXPLAIN what is says about how to motivate people on the job DISTINGUISH among job enlargement, job enrichment, and the job characteristics model as techniques for motivating employees Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Three Good Reasons Why You Should Care About . . . Motivation in Organizations Managers typically have a variety of opportunities to motivate employees by virtue of how they treat them. The more highly motivated employees are, the more positively they respond in several different ways. Jobs can be designed in ways that enhance employees’ motivation to perform them. Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall 2

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall What is Motivation? Motivation can be defined as the process of arousing, directing, and maintaining behavior toward a goal. Arousal - the energy behind our actions Direction - the choice of behavior made Maintenance - an individual’s willingness to continue to exert effort until a goal is met Motivation is not the same as performance, but it is an important contributing factor Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Three Key Points about Motivation Motivation and job performance are not synonymous. Motivation is multifaceted. People are motivated by more than just money. Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

What Motivates People to Work? Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Motivating by Enhancing Fit Motivational fit approach - motivation is based on the connection between the qualities of individuals and the requirements of the jobs they perform in their organizations. Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Motivating Traits and Skills Two motivational traits are particularly important: Achievement Anxiety The most highly motivated employees have high levels of achievement and low levels of anxiety. 6-9 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Motivating Traits and Skills Motivational skills - the particular strategies used when attempting to meet objectives Emotion control Motivational control Employees with high levels of emotional control and high levels of motivational control are more successful. 6-10 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Motivating Workers – Fit Approach Fit can be enhanced by: Prescreening for desired traits and skills Building motivational skills 6-11 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Motivating by Setting Goals Goal setting - striving for, and attaining goals Goal setting theory - goals motivate for three reasons: Self-efficacy Goal commitment Task performance 6-12 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Setting Performance Goals Guideline for setting performance goals: Goals should be specific Goals should be difficult Vertical stretch goals Horizontal stretch goals Goals should be attainable Provide feedback on goal attainment 6-13 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Equity Theory Equity theory - people are motivated to maintain fair or equitable relationships between themselves and others, and to avoid those relationships that are unfair, or inequitable. Focus on: Outcomes - what they get out of their jobs Pay, fringe benefits, prestige Inputs - the contributions they make to their jobs Time worked, effort exerted, units produced People make equity judgments by comparing their own outcome/input ratios to the outcome/input ratios of others. 6-14 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Extreme Responses to Inequities Getting sick Going on strike Stealing from employers Quitting the job Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Managerial Implications Avoid underpayment Avoid overpayment Be open and transparent about pay Transparency - make information about pay available openly 6-16 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Expectancy Theory Expectancy theory claims that people will be motivated to exert effort on the job when they believe that doing so will help them achieve the things they want Components of motivation: Expectancy - the belief that one’s effort will affect performance Instrumentality - the belief that one’s performance will be rewarded; pay-for performance plans are an example of instrumentality Valence - the perceived value of the expected rewards Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Managerial Implications Expectancy theory suggests that employees can be motivated by Administering rewards that have positive valence to employees Cafeteria-style benefit plans Clearly linking valued rewards to performance Pay-for-performance plans Incentive stock option (ISO) plans 6-18 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Designing Jobs that Motivate Job design - the process of creating jobs that people are motivated to perform because they are inherently appealing Job enlargement - giving employees more tasks to perform at the same level Jobs are changed horizontally Job enrichment - giving employees a wider variety of tasks that require higher levels of skills and responsibility Jobs are changed vertically 6-19 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Job Characteristics Model The Job Characteristics Model (JCM) identifies how jobs can be designed to help people feel that they are doing meaningful and valuable work. Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall Basic Elements of JCM Skill variety is the extent to which a job requires using different skills and talents. Task identity is the degree to which a job requires doing a whole task from beginning to end. Task significance is the amount of impact a job is believed to have on others. Autonomy is the extent to which employees have the freedom and discretion to plan, schedule, and carry out their jobs as desired. Feedback is the extent to which the job allows people to have information about the effectiveness of their performance. Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Other Components of JCM Experienced meaningfulness of the work the extent to which a job is considered to be highly important, valuable, and worthwhile Experienced responsibility the extent to which employees feel as if they have control over their work efforts Knowledge of results the extent to which employees understand how effectively they have performed Growth need strength - an individual’s need for personal growth and development Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

Designing Jobs to Motivate The job characteristics model suggests that: Each person should perform an entire job rather than using several workers, each of whom performs a separate part of the job. Jobs should be set up so that the person performing a service comes into contact with the recipient of the service. Jobs should be designed to give employees as much feedback as possible. 6-23 Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall

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