1. Managing Behavior In Organizations
Sixth Edition
Jerald Greenberg
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2. Motivating People to Work
Chapter Six
Motivating People to Work
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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
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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.
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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
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6. Three Key Points about Motivation
Motivation and job performance are not synonymous.
Motivation is multifaceted.
People are motivated by more than just money.
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7. What Motivates People to Work?
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8. 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.
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9. 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
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10. 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
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11. Motivating Workers – Fit Approach
Fit can be enhanced by:
Prescreening for desired traits and skills
Building motivational skills
6-11
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12. 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
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13. 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
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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
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15. Extreme Responses to Inequities
Getting sick
Going on strike
Stealing from employers
Quitting the job
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16. Managerial Implications
Avoid underpayment
Avoid overpayment
Be open and transparent about pay
Transparency - make information about pay available openly
6-16
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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
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18. 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
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19. 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
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20. 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.
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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.
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22. 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
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23. 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
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