1. Chapter 10
Excelling on the Job

2. Behavior and Your Needs
Motivation
Need/desire that energizes one’s behavior and directs it toward a personal goal
Any activity performed by another to get someone else to meet an organizational goal
Also includes your willingness to exert effort to achieve organizational goals so effort leads to satisfying individual needs

3. Behavior
Performance is a function of both your ability and your willingness to do the job
Organizations must find way to maximize your potential—ways to motivate you
However—motivation comes from within

4. Why You Do What You Do
Your motivation is described by your outward behavior
Organizational goals and personal needs must be met
We need to see how our work leads to something we need or want

5. Components to Motivation
Effort
The intensity with which you approach the task
Organizational Goals
Your effort is directed toward some goal
Needs
Reflect some internal process that makes certain outcomes appear attractive

6. Components Needs Tension Motivation begins with an unsatisfied need
Tension exists when you have unsatisfied needs
Tension
Functional—creates a drive to achieve goal
Many pieces must come together for you to have desire to excel
Dysfunctional—creates a sense of hopelessness

7. Early Motivation Theories
Maslow’s Hierarchy of Needs (already studied this)
McGregor’s Theory X and Y (already studied)
Herzberg’s Motivation-Hygiene Theory
Believed that your attitude toward work can determine your success or failure
Asked, “What do you want from your job?”

8. Herzberg’s Research
Opposite of satisfaction is not dissatisfaction—more of a continuum
Factors that lead to satisfaction are different than those leading to dissatisfaction
Hygiene factors—those that create dissatisfaction
Motivators—factors that increase job satisfaction

9. Explaining Motivating Behavior
Three-Needs Theory (David McClelland)
Achievement
Power
Affiliation
Referents—you compare your effort and rewards to the effort and rewards of others in the organization
We look for an equitable situation
Fairness

10. Getting What You Expect
Expectancy Theory—belief that you will act in accord with org. goals if you believe you’ll be rewarded
Effort-Performance Linkage—if you make the effort, you’ll be successful
Performance-Reward Linkage—if you’re successful, you’ll be rewarded
Attractiveness—if you’re rewarded, you’re given something you value

11. Designing Jobs to Meet Your Needs
Having a more meaningful job
Job Characteristics Model
Skill Variety—lets you use different skills and talents
Task Identity—opportunity for you to complete the whole job or identifiable component(s)
Task Significance—effect job has on others
Autonomy—freedom/independence to schedule the work and determine procedures
Feedback—direct/clear info about performance

12. More Meaningful Job
Job Enrichment—employees assume some of the tasks typically performed by supervisor
QWL—Quality of Work Life—degree to which workers are motivated, supported, and encouraged by their work environment

13. Breaking Monotony & Giving More Control
Job Rotation
Flextime
Flexible Reward System
Some Rewards aren’t $$$
Happy workers tend to be more productive
Rate of turnover