2. 4-2 Motivation in Theory: What Makes Employees Try Harder Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Organizational Behavior, Core Concepts 4 Organizational Behavior core concepts

3. 4-3 Learning Objectives Describe how individuals may be motivated by their needs Discuss how individuals may be motivated by their perceptions of equity and justice Summarize how people’s motivation can be influenced by their attitudes toward outcomes and their belief they can influence outcomes

4. 4-4 Learning Objectives Explain how goal setting motivates individuals Review ways to design jobs so as to influence employee motivation

5. 4-5 Motivation in Theory Motivation –psychological processes that arouse and direct goal-directed behavior

6. 4-6 Motivation in Theory Content theories –identify internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation Process theories –explain the process by which internal factors and cognitions influence a person’s motivation

7. 4-7 Content Theories of Motivation Needs –Physiological or psychological deficiencies that arouse behavior.

8. 4-8 Maslow’s Need Hierarchy Theory Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization Arranged in a preponent hierarchy

9. 4-9 Maslow’s Need Hierarchy Figure 4-1

10. 4-10 Maslow’s Need Hierarchy Theory Once a need is satisfied it activates the next higher need in the hierarchy Managerial implication – a satisfied need may lose its motivational potential

11. 4-11 Alderfer’s ERG Theory Existence needs –desire to have physiological and materialistic well-being Relatedness needs –desire to have meaningful relationships with significant others Growth needs –desire to grow as a human and use one’s abilities to their fullest

12. 4-12 Question? What need is the desire to accomplish something difficult? A.Affiliation B.Achievement C.Power D.Glory

13. 4-13 McClelland’s Need Theory Need for achievement –Desire to accomplish something difficult. Need for affiliation –Desire to spend time in social relationships and activities. Need for power –Desire to Influence, coach, teach, or encourage others to achieve.

14. 4-14 McClelland’s Need Theory Achievement-motivated people share three common characteristics: 1.Preference for working on tasks of moderate difficulty 2.Preference for situations in which performance is due to their efforts 3.Desire more feedback on their successes and failures

15. 4-15 McClelland’s Need Theory: Managerial Implications Organizations should consider the benefits of providing achievement training for employees Achievement, affiliation, and power needs can be considered during the selection process, for better placement Managers should create challenging task assignments or goals

16. 4-16 Herzberg’s Motivator-Hygiene Model Motivators –job characteristics associated with job satisfaction Hygiene factors –job characteristics associated with job dissatisfaction

17. 4-17 Equity Theory Equity theory – Holds that motivation is a function of fairness in social exchanges

18. 4-18 Negative and Positive Inequity Negative inequity –Comparison in which another person receives greater outcomes for similar inputs. Positive inequity –Comparison in which another person receives lesser outcomes for similar inputs.

19. 4-19 Negative and Positive Inequity Figure 4-2

20. 4-20 Dynamics of Perceived Inequity Equity sensitivity –An individual’s tolerance for negative and positive equity

21. 4-21 Dynamics of Perceived Inequity Benevolents have a higher tolerance for negative inequity. Sensitives adhere to a strict norm of reciprocity and are quickly motivated to resolve both negative and positive inequity

22. 4-22 Dynamics of Perceived Inequity Entitleds have no tolerance for negative inequity –expect to obtain greater output/input ratios than comparison others and become upset when this is not the case.

23. 4-23 Organizational Justice Distributive justice –The perceived fairness of how resources and rewards are distributed. Procedural justice –The perceived fairness of the process and procedures used to make allocation decisions. Interactional justice –Extent to which people feel fairly treated when procedures are implemented.

24. 4-24 Practical Lessons from Equity Theory Equity theory provides managers with yet another explanation of how beliefs and attitudes affect job performance. Research emphasizes the need for managers to pay attention to employees’ perceptions of what is fair and equitable.

25. 4-25 Practical Lessons from Equity Theory Managers benefit by allowing employees to participate in making decisions about important work outcomes. Employees should be given the opportunity to appeal decisions that affect their welfare.

26. 4-26 Practical Lessons from Equity Theory Employees are more likely to accept and support organizational change when they believe it is implemented fairly and when it produces equitable outcomes. Managers can promote cooperation and teamwork among group members by treating them equitably.

27. 4-27 Practical Lessons from Equity Theory Treating employees inequitably can lead to litigation and costly court settlements. Employees’ perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers Managers should pay attention to the organization’s climate for justice

28. 4-28 Expectancy Theory of Motivation Expectancy theory –Holds that people are motivated to behave in ways that produce valued outcomes.

29. 4-29 Vroom’s Expectancy Theory Motivation boils down to the decision of how much effort to exert in a specific task situation. Expectancy –Belief that effort leads to a specific level of performance.

30. 4-30 Question? In Vroom’s expectancy theory what is the value of a reward? A.Instrumentality B.Valence C.Outcome D.Input

31. 4-31 Vroom’s Expectancy Theory Instrumentality –A performance  outcome perception Valence –The value of a reward or outcome Outcomes –refer to different consequences that are contingent on performance

32. 4-32 Motivation Through Goal Setting Goal –what an individual is trying to accomplish

33. 4-33 How Goal Setting Works Goals direct attention Goals regulate effort Goals increase persistence Goals foster the development and application of task strategies and action plans

34. 4-34 Applications of Goal-Setting Research 1.Difficult goals lead to higher performance 2.Specific, difficult goals lead to higher performance for simple rather complex tasks Goal specificity – quantifiability of a goal 3.Feedback enhances the effect of specific, difficult goals

35. 4-35 Insights from Goal-Setting Research 4.Participative goals, assigned goals, and self-set goals are equally effective 5.Goal commitment and monetary incentives affect goal-setting outcomes Goal commitment – extent to which an individual is personally committed to achieving a goal

36. 4-36 Motivating Employees Through Job Design Job Design –changing the content and/or process of a specific job to increase job satisfaction and performance

37. 4-37 Mechanistic Approach Scientific Management 1. Use time and motion studies to develop standard methods for performing jobs. 2. Carefully select employees with the appropriate abilities. 3. Train workers to use the standard methods and procedures. 4. Support workers and reduce interruptions. 5. Provide incentives to reinforce performance

38. 4-38 Motivational Approaches Job enlargement –putting more variety into a job –Horizontal loading Job rotation –moving employees from one specialized job to another –Increased worker flexibility and easier scheduling

39. 4-39 Motivational Approaches: Job Enrichment Job enrichment –building achievement, recognition, stimulating work, responsibility, and advancement into a job

40. 4-40 The Job Characteristics Model Figure 4-3

41. 4-41 The Job Characteristics Model Intrinsic motivation –motivation caused by positive internal feelings

42. 4-42 Biological and Perceptual- Motor Approaches Based on research from biomechanics, work physiology, and ergonomics Focuses on designing the work environment to reduce employees’ physical strain, fatigue, and health complaints