1. MOTIVATION AND COMMITMENT Dr. Joyce Osland, Ph.D. San Jose State University

2. KEY FACTORS OF MOTIVATION JOB PERSON ORGANIZA- TION LEADER- SHIP

3. KEY FACTORS OF MOTIVATION JOB PERSON ORGANIZA- TION LEADER- SHIP

4. McCLELLAND’S THEORY OF MOTIVATION POWER - the need to influence and lead others and be in control of one’s environment AFFILIATION - the desire for friendly and close interpersonal relationships ACHIEVEMENT - the need to accomplish goals, excel, and strive continually to do things better

5. TWO FACES OF POWER SOCIALIZED POWER - The use of power for the good of others PERSONALIZED POWER - An unsocialized concern for personal dominance

6. CHARACTERISTICS OF HIGH N-POW Competitive and aggressive Interested in prestige possessions Prefer action situations Belong to various groups and tend to be officers in those groups Preoccupied with their reputation, influence, and impact

7. TWO FACES OF AFFILIATION Affiliative Interest - A concern for interpersonal relationships, but not at the expense of goal-oriented behavior Affiliative Assurance - A concern with obtaining assurance about the security and strength of one’s relationships and with avoiding rejection.

8. CHARACTERISTICS OF HIGH N-ACH Want to be personally responsible for their success or failure Prefer situations of moderate risk Like to receive immediate feedback

9. THE PERSON NEEDS COMPETENT WILLING

10. KEY FACTORS OF MOTIVATION JOB PERSON ORGANIZA- TION LEADER- SHIP

11. CHARACTERISTICS OF MOTIVATING JOBS Skill Variety Task Identity Significance Autonomy Job Feedback

12. Job Characteristics Model

13. Job enrichment Methods of Job Redesign Job rotation Job enlargement Sociotechnical system Self-managed work teams

14. KEY FACTORS OF MOTIVATION JOB PERSON ORGANIZA- TION LEADER- SHIP

15. WHY DOES MEDIOCRITY EXIST? It’s tolerated Lack of service or performance standards Lack of evaluation Nobody is accountable for their work Lack of appropriate incentives

16. Perceived Ratio Comparison a Employee’s Assessment Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < = > Inequity (Underrewarded) Equity Inequity (Overrewarded) a Person A is the employee, and person B is a relevant other or referent. Equity Theory

17. Expectancy Theory A. Effort-to-performance expectations B. Performance-to-outcome expectancies C. Perceived valence of outcomes Ability MotivationEffort Outcomes (rewards) Performance A person’s motivation is a function of:

18. YOU GOTTA HAVE FIT individualsJob Individual needsRewards Performance Rewards And ensure fairness and equity In the effort required and in the reward system as a whole

19. KEY FACTORS OF MOTIVATION JOB PERSON ORGANIZA- TION LEADER- SHIP

20. Social Reinforcement Theory Reinforce desirable behavior through rewardsReinforce desirable behavior through rewards Extinguish undesirable behavior through punishment or ignoringExtinguish undesirable behavior through punishment or ignoring

21. Goal-Setting Theory Setting specific goals increases performanceSetting specific goals increases performance Difficult goals accepted by employees result in higher performanceDifficult goals accepted by employees result in higher performance Feedback causes higher performance than nonfeedbackFeedback causes higher performance than nonfeedback People are more committed to goals they set themselves and make publicPeople are more committed to goals they set themselves and make public

22. Characteristics of Effective Goals M A S R T pecific easurable chievable but challenging easonable imely

23. HAVE YOU EVER SEEN A BOSS DEMOTIVATE EMPLOYEES? HOW?

24. BASED ON THE THEORIES WE’VE STUDIED, HOW DO YOU MOTIVATE EMPLOYEES? DO THE SAME METHODS WORK FOR EVERYONE?

25. WHAT’S THE LATEST IN HOW FIRMS ARE MOTIVATING EMPLOYEES?

26. HOW TO MOTIVATE EMPLOYEES Careful selection Provide necessary training Communicate high expectations Be a good example

27. HOW TO MOTIVATE EMPLOYEES Emphasize high quality and good customer Reward and reinforce positive behavior Correct negative behavior

28. HOW TO MOTIVATE EMPLOYEES Negative consequences for inadequate performance Fair and equal treatment Show an interest in them and their careers Help them grow and develop

29. HOW TO MOTIVATE EMPLOYEES Let them participate in decisions Value and recognize their efforts Use incentives that they value

30. Recognizing Contributions Build self-confidence through high expectations Connect performance to rewards Connect performance to rewards Use a variety of rewards Be positive and hopeful

31. Advantages of Committed Employees Have the self-control required for teamwork, empowerment, and flatter organizations Display organizational citizenship behavior that benefits the organization Are “willing to help”

32. ...Advantages of Committed Employees Have better attendance records Stay with the company longer Work harder at their jobs Adapt better to unforeseeable occurrences Perform better

33. How to Earn Employee Commitment Commit to people-first values Guarantee organizational justice Create a sense of community Support employee development