1. ORGANIZATIONAL BEHAVIOR
Chapter 6 - 8
Motivation
Emotions & Moods
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2. 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
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3. 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
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4. 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
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5. Application of Motivational Concepts
Job Design
Job Design & Scheduling
Alternative work arrangements
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6. 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
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7. 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)
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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)
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9. 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
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10. 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
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11. Example of a Flextime Schedule
E X H I B I T 7–3
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12. 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
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13. 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
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14. 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
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15. 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.
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16. ORB
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17. 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
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18. 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.
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19. Mood as Positive and Negative Affect
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20. 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
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21. 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
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22. 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
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23. External Constraints on Emotions
Organizational Influences
Cultural Influences
Individual Emotions
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24. 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.
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25. 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
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26. 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.
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27. 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).
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