1. BA 352 Kinicki and Kreitner And more
Chapter 6 – Motivation
BA 352
Kinicki and Kreitner
And more

2. Important Concepts Definitions: motivation, performance,
job design, job satisfaction,
Job Performance Model of Motivation
Motivation theories - part 1 - needs
Approaches to job design
Job satisfaction-performance relationships
What is motivation?
How do you know if a person (or if you) are motivated?
What factors affect motivation?
How does job design affect motivation?
What is the relationship between motivation and performance?
What is job satisfaction?
What causes (are the factors) that influence job satisfaction?
What is the relationship between Job satisfaction and motivation? JS and performance?
What can managers do to create working conditions that enhance employee motivation?

3. Definitions Motivation Performance
Psychological processes that arouse and direct goal-directed behavior
Performance
Actual on-the-job behaviors relevant to organization goals

4. Definitions Job Design Job satisfaction
Defining job tasks and work setting to accomplish them; changing content or process to increase job satisfaction or performance
Job satisfaction
An affective or emotional response to one’s job; positive or negative attitude to work in general or specific job

5. Job Performance Model of Motivation (Fig 6-1, pg. 117)
Skills
Individual inputs
Motivational
processes
Motivated
Behaviors
Performance
Job context
Enable, limit

6. Individual Inputs KSAO’s Dispositions and traits Emotions, feelings
Beliefs and values

7. Job context Physical environment Task design Rewards, reinforcement
Supv support, coaching
Social norms
Org. culture

8. What is Motivation? DIDQ Direction Intensity Duration
internal processes that arouse and direct goal-directed behavior
DIDQ
Direction
what a person chooses from a number of possible alternatives
Intensity
how hard a person works
Duration
how long a person sticks with a given action
Quality
how well or the way a person does a task

9. Need Theories
focus on individual internal factors: the physiological or psychological deficiencies that arouse behavior
manager’s job: create a work environment that responds positively to individual needs
Key theories:
Maslow’s Hierarchy of Needs
McClelland’s Acquired Needs Theory

10. Hierarchy of Needs: Maslow
Self actualization -
self fulfillment
Esteem -
self-respect, reputation, recognition
Social -
relationships, affiliation, belonging
First cohesive theory in contrast to freudian dismal which looked for noble actions studied Lincoln, Schweitszer
Makes intuitive sense and has been embraced among practicing managers - logical, understandable
HOWEVER, Little research support; neeeds vay by individuals, org size, geographic location, culture
Safety - security, protection, stability
Physiological - basic necessities - food, water,

11. McClelland’s Needs Theory
McClelland: 3 important human needs:
Need for achievement (nAch)
Need for affiliation (nAff)
Need for power (nPower)
Measured with TAT, Thematic Apperception Test
Mcclelland hypothesized that upper level managers would be motivated by achievement
Instead a strong power motive, strong bent for action, concern for reputation
Noted occupational differences
Research support for a link between achievement and performance

12. ANT: McClelland Need for achievement (nAch)
the desire to do something better or more efficiently, to solve problems, or to master complex task - -to experience success
jobs with individual responsibilities, challenging goals, and immediate, specific performance feedback
Correlated with entrepreneurial success, sales
May differ cross-culturally
However high ach sales persons don’t necessarily make good sales managers
Cross culturally - IItlaians - no word for achievement???
Achievement more important in individualistic cultures

13. ANT: McClelland Need for affiliation (nAff)
the desire to establish and maintain friendly and warm relations with others
jobs with interpersonal relationships and opportunities for communication (sales, teaching)
may dislike giving negative feedback or making difficult decisions
Mcclelland : not as important in workplace
Some staff positions score high in affiliation
Entrepenerus tend to score lowever than average

14. ANT: McClelland Need for power (nPower)
The desire to control others, to influence their behavior, or to be responsible for others
jobs with opportunities to influence others and to gain personal attention and recognition
The two faces:
Need for social power- use of power for group goals
Need for personal power- use of power for personal goals
Men and women are similar in how power motive is manifested: occupations, visibility, symbols of status
Who scores high in power
Social workers, teachers, priests, college professors, managers
Influence - social - to make a difference
Personal adversarial win-lose

15. ANT: McClelland
nAch, nAff, and nPower are learned - acquired over time, a result of people’s life experiences.
Thus, if needs are learned, they may be developed or taught.
Profiles: managers high in power, low in need for affiliation - and can be trained to increase achievement need

16. Two- Factor: Herzberg Hygiene Factors - sources of job dissatisfaction
pertain to the environment (context) in which people work rather than to the nature of the work itself
Motivator Factors - provide job satisfaction
Found in the job content and reflect directly upon what one does in the actual daily work experience
Biggest contribution, emphasis on work itself apart from internal cognitive needs or forces
Hygience: ceiling
If not present leads to dissatisfaction, if present does not lead to satisfaction. Base expected. Lighting,
Motivator, if not present, absence of satisfaction
If increased then increase satisfacation

17. Two-Factor: Herzberg Hygiene factors context Motivator factors content
Organizational policies
Quality of supervision
Working conditions
Base wage or salary
Relations with others
Motivator factors
content
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Satisfaction is not the opposite of dissatisfaction - two separate dimensions
Research criticism
Methodology -
Sample - engineers and scientists - not representative of general working population
Doesn’t account for individual differences (pay assumed to have similar impact regardless of age, gender, age, pay has been found to be both hygience and motivator
self serving bias - going well, take credit, going poorly blame environment
Reliability questionable
No overall measure of satisfaction -
Assumed a relationship between satisfaction and performance but only looked at satisfaction
Much of the concept of job design to increase motivation has stemmed from
Dissatisfaction
High
Satisfaction
High

18. Two-Factor: Herzberg
job dissatisfaction and job satisfaction - separate and independent dimensions;
any improvement in one dimension affects only it –not the other.
job satisfaction and performance will be most responsive to improvements in job content
“job enrichment” may build motivation by improving job content

19. What is Job Design?
Changing the content and/or process of a specific job to increase motivation, job satisfaction and performance
Job simplification (mechanistic)
Job enlargement
Job rotation
Job enrichment
Biological and perceptual motor

20. Job Design Job simplification (mechanistic) Job enlargement
Standardizing work procedures = well defined, specialized routine jobs
Job enlargement
adding tasks into a job = more variety
Job rotation
Moving employees from one job to another

21. Job enrichment
Improving job content by building in more motivating factors
Achievement, growth, recognition
Accomplished through “vertical loading”
May add planning, evaluating tasks generally held by supervisors or manager
Creates 3 psychological states of mind that can increase motivation
Increase meaningfulness
Experience responsibilities for outcomes
Knowledge of actual results
Questions:
Is it expensive
it can be - if it requires major changes to work flow and or work environment
Will workers demand higher pay”
herzberg says if they are being paid adequately, then the intrinsic reward will be sufficient compensation
What will unions say?
This might be an issue as the cba typically covers wages, hours, terms of employment

22. Job characteristics model
Core job
dimensions
Critical
Psychological
States
Personal &
Work
Outcomes
Skill variety
Task identity
Task significance
Autonomy
Feedback
High Internal
Motivation
High-quality
Wk performance
High satisfaction
Low absenteeism
turnover
Experienced
meaningfulness
Experienced
responsibility
Knowledge of
results
Growth need strength

23. Intrinsic motivation
Motivation - positive feelings coming from doing a job or task
Think of what you pay others to let you do
Fishing
Skiing
Quilting

24. Extrinsic motivation
Motivation from the expectation of receiving rewards from other people
At work: salaries, bonuses, promotions
At school: grades, scholarships
At home: praise, encouragement

25. Intrinsic motivation model
From task
activities
Sense of choice
Competence
From task
purpose
Meaningfulness
Progress
Thomas, K Intrinsic motivation at work…San Francisco: Berrett Kohler
in K&K, 2nd edition.

26. What is Job Satisfaction?
attitude toward work in general or to specific aspects of job at given point in time
Components of job satisfaction (as measured by JDI)
Work itself: responsibility, interest, and growth
Quality of supervision: technical help and social support
Relationships with co-workers: social harmony and respect
Promotion opportunities: chances for further advancement
Pay: adequacy of pay and perceived equity vis-à-vis others

27. Causes Need fulfillment Discrepancies Value attainment Equity
Disposition/genetics

28. Job Satisfaction Three alternative viewpoints:
Satisfaction causes performance
Thus to increase performance at work, a manager must make his/her employees satisfied
Performance causes satisfaction
Thus a manager’s attention should be directed toward helping people achieve high performance and therefore job satisfaction would follow
Rewards cause both performance and satisfaction
Job satisfaction and performance should be considered as two separate but interrelated work results that are both influenced by the allocation of rewards
A satisfied worker may or may not be a productive worker - many other variables
Maynot be satisfied yet still do a decent job
constraints perceived, skilols, achievement level, health problems. Misunderstanding of what is expected etc.
Gereanlly correlation between .14 and .30
Fvaries according to level (r = .41 for managerial and supervisory positions
Relationship between job satisfaction and organizational citizenship behavior range from .22 to higher than for performance

29. JS Consequences - Relationship + Relationship Strong Weak
Org. commitment
Motivation
Job involvement
OCB
Life satisfaction
Mental health
performance
- Relationship
Perceived stress
Turnover
Heart disease
Pro-union voting
Absenteeism
Tardiness
Strong
Weak