Chapter 8 Motivation Through Needs, Job Design & Intrinsic Rewards What Does Motivation What Does Motivation Involve? Involve? Need Theories of Need Theories of Motivation Motivation Motivating Employees Motivating Employees Through Job Design Through Job Design Leading Others Toward Leading Others Toward Intrinsic Motivation Intrinsic Motivation

Motivation Motivation Motivation psychological processes that arouse and direct goal-directed behavior Direction Direction Intensity Intensity Duration Duration Types Types Intrinsic Intrinsic Extrinsic Extrinsic 8-2 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

A Job Performance Model of Motivation 8-3 Figure 8-1 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Individual Inputs Job Context Motivational Factors Motivated Behaviors Performance

Motivation Theories and Workplace Outcomes: A Contingency Approach Outcome of Interest NeedReinforce- ment EquityExpectancyGoal setting Job Characteristics Choice X Effort XXXXXX Performance XXXX Satisfaction XXX Absenteeism XXX Turnover XXXX Motivation Theories 8-4 Table 8-1 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Need theories Workers have needs they are driven to satisfy in the workplace Managers can motivate workers by determining the workers’ unmet needs and offering need fulfillment in exchange for work

Maslow’s Need Hierarchy Theory Esteem Love Safety Physiological Self- Actualization 8-5 Figure 8-2 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Alderfer’s ERG theory Existance needs Existance needs desire for physiological and materialistic well-being Relatedness needs Relatedness needs desire to have meaningful relatinships with significant others Growth needs Growth needs desire to grow as a human being and to use one’s abilities to their fullest potential 8-6 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Need theory research shows Maslow not well supported Mixed support for Alderfer Different employees can be motivated by different needs An employee can be frustrated by higher order needs and work for fulfillment of lower order needs

Motivating Employees Through Job Design Job Design Changing the content and/or process of a specific job to increase job satisfaction and performance 8-7 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Approaches to Job Design Mechanistic Mechanistic Very little cooperation between management and workers Employees underachieving by engaging in output restriction: “systematic soldiering” Scientific Management Scientific Management using research and experimentation to find the most efficient way to perform a job 8-8 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Motivational Approaches Job Enlargement Job Enlargement putting more variety into a job Job Rotation Job Rotation moving employees from one specialized job to another Job Enrichment Job Enrichment practical application of Herzberg’s motivator-hygiene theory of job satisfaction 8-9 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Motivator vs. Hygiene Factors Motivators job characteristics associated with job satisfaction Hygiene Factors job characteristics associated with job dissatisfaction 8-10 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Herzberg’s Motivator-Hygiene Model Motivator Factors No SatisfactionSatisfaction Jobs that do not offer achievement, recognition, stimulating work, responsibility and advancement Jobs offering achievement, recognition, stimulating work, responsibility and advancement 8-11 Figure 8-4 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Herzberg’s Motivator-Hygiene Model Hygiene Factors DissatisfactionNo Dissatisfaction Jobs with poor company policies, and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions Jobs with good company policies, and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions 8-12 Figure 8-4 cont. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Principles of Vertically Loading a Job Responsibility, achievement, and recognition C. Giving a person a complete natural unit of work (module, division, area, and so on) Responsibility and recognition B. Increasing the accountability of individuals for their own work Responsibility and personal achievement A. Removing some controls while retaining accountability Motivators InvolvedPrinciple 8-13 Table 8-1 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Principles of Vertically Loading a Job Growth and learning F. Introducing new and more difficult tasks not previously handled Internal recognition E. Making periodic reports directly available to the worker himself rather than the supervisor Responsibility, achievement, and recognition D. Granting additional authority to an employee in his activity; job reform Motivators InvolvedPrinciple Responsibility, growth, and advancement G. Assigning individuals specific or specialized tasks, enabling them to become experts 8-14 Table 8-1 cont. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Research shows Job enlargement has no significant lasting effect on employee performance Benefits of job rotation not sufficiently explored Job enrichment has some support Herzberg’s model has some support, but Not necessarily for the two-factor aspect

© 2004 The McGraw-Hill Companies, Inc. All rights reserved. The Job Characteristics Model  High work effectiveness  High growth satisfaction  High general job satisfaction  High intrinsic work motivation Outcomes  Knowledge of the actual results of the work activities  Experienced responsibility for outcomes of the work  Experienced meaningfulness of work Critical psychological state  Feedback from job  Autonomy  Skill variety  Task identity  Task significance Core job characteristics Moderators 1.Knowledge and skill 2.Growth need strength 3.Context satisfaction 8-15 Figure 8-5 McGraw-Hill

Steps for Applying the Job Characteristics Model 1) Diagnose the work environment to determine if a performance problem is due to low motivation and de- motivating job characteristics 2) Determine whether job redesign is appropriate for a given group of employees 3) Determine how to best redesign the job 8-16 Table 8-2 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Steps for Applying the Job Characteristics Model Perceptual-Motor Approach emphasizes the reliability of work outcome by examining error rates, accidents, and workers’ feedback about facilities and equipment 8-17 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. Biological Approach focuses on designing the work environment to reduce employees’ physical strain, effort, fatigue, and health complaints

Research shows Moderately strong relationship between job characteristics and job satisfaction Can decrease performance Model is able to predict absenteeism and turnover better than performance Critical psychological states not necessarily full mediators between job characteristics and outcomes

Intrinsic vs. Extrinsic Motivation Intrinsic Motivation being driven by positive feelings associated with doing well on a task or job Extrinsic Motivation motivation caused by the desire to attain specific outcomes 8-18 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

A Model of Intrinsic Motivation Sense of Choice Sense of Competence Sense of Meaningfulness Sense of Progress Opportunity Rewards Accomplishment Rewards From Task Activities From Task Purpose 8-19 Figure 8-6 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Building Blocks for the Intrinsic Rewards Choice  Delegated authority  Trust in workers  Security  A clear purpose  Information Competence  Knowledge  Positive feedback  Skill recognition  Challenge  High, non-comparitive standards Meaningfulness  A non-cynical climate  Clearly identified passions  An exciting vision  Relevant task purposes  Whole tasks Progress  A collaborative climate  Milestones  Celebrations  Access to customers  Measurement of improvement 8-20 Figure 8-7 McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.