Motivation

1
Motivation
2
Determinants of Job Performance
Willingness to perform
Job Performance
Capacity to perform
Opportunity to perform
3
Determinants of Job Performance

• It is Risky to Assume that a
  Performance Problem is Always a Motivation
  Problem!

4
Motivation Components

• Direction What you Choose to Do, When Given
  Alternatives.
• Intensity Strength of Response
  or Effort Exerted.
• Persistence How Long You Will Continue to
  Exert Effort.

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Motivation

• All Employees are Motivated
  But, the Direction, Intensity, and Persistence of
  that Motivation may Not
  Match the
  Behavior Desired!

6
Motivation Starting Point The Individual

• How does Diversity impact a
  managers attempts to Motivate employees?

7
Motivation Starting Point The Individual

• What are needs and how do they impact
  Motivation?

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Maslows Need Hierarchy

• Maslow defined human needs as
• Physiological
• Safety Security
• Belongingness, Social, Love
• Esteem
• Self-Actualization

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Maslows Need Hierarchy Related to the Job

• How can each of these Need Levels
  be satisfied by Work ?
• Physiological
• Safety and Security
• Belongingness, Social, and Love
• Esteem
• Self-Actualization

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Maslows Theory Key Points

• What are the keys points made in Maslows
  Theory of Motivation?

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Alderfers ERG Theory

• Alderfers hierarchy involves
  three sets of needs
• Existence
• Relatedness
• Growth

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Allderfers ERG Theory Key Point

• Compare Maslows concept of the
  satisfaction-progression process,
  to Alderfers concept of a
  frustration-regression process.
• ? Example of frustration-regression?

13
Alderfers ERG Theory Management Application

• If a subordinates higher-order needs (e.g.,
  growth) are blocked, perhaps because of company
  policy or lack of resources, it is in the
  managers best interest to attempt to redirect
  the subordinates efforts toward relatedness or
  existence needs.

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Herzbergs Two-Factor Theory

• ? What are the Two Factors?
• ? Examples of each in the Workplace?

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Herzbergs Two-Factor Theory

• Extrinsic Conditions Dissatisfiers or
  Hygienes
• Salary
• Job Security
• Working Conditions
• Status
• Company Procedures
• Quality of Supervision
• Quality of Interpersonal Relations at work

• Intrinsic Conditions Satisfiers or
  Motivators
• Achievement
• Recognition
• Responsibility
• Advancement
• The Work itself
• The Possibility of Growth

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Traditional versus Herzberg View of Job
Satisfaction
I. Traditional Job Satisfaction Theory
High Job Dissatisfaction
High Job Satisfaction
II. Herzbergs Two-Factor Theory
No Job Satisfaction
High Job Satisfaction
Based on Motivators Feeling
of achievement Meaningful work
Opportunities for growth Increased
responsibility Opportunities for advancement
Recognition
High Job Dissatisfaction
No Job Dissatisfaction
Hygiene Factors Pay
Status Job security
Working conditions Employee
benefits Policies and procedures
Interpersonal relations
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Global OB (p. 128)

• Motivation Hygiene Factors
• Across Cultures
• Are Herzbergs concepts of Satisfaction and
  Dissatisfaction supported?

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Herzbergs Two-Factor TheoryJob Enrichment

• What is Job Enrichment?
• How can Job Enrichment increase an individuals
  motivation?

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Organizational Encounter (p. 129)

• Organizational Citizenship Behaviors (OCBs)
• Types/Examples?
• Why do Employees engage in OCBs?
• How can we encourage OCBs?

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McClellands Learned Needs Theory
Achievement (n Ach)
Affiliation (n Aff)
Power (n Pow)
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McClellands Theory Key Point

• How does McClellands Theory
  differ from the concepts of
  Maslow and Alderfer?

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Comparison of the Content Theories
Maslow (need hierarchy) Self-actualization Est
eem Belongingness, social, and love Safety and
security Physiological

• Herzberg
• (two-factor theory)
• The work itself
• Responsibility
• Advancement
• Growth
• Achievement
• Recognition
• Quality of inter-
• personal relations
• at work
• Job security
• Working conditions
• Salary

Alderfer Growth Relatedness Existence
McClelland Need for Achievement Need
for Power Need for Affiliation
Higher order needs
Motivators
Hygiene conditions
Basic needs
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Process Theories of Motivation

• Founders of the Theories
• Vroom Expectancy theory of choices
• Adams Equity theory based on comparisons that
  individuals make
• Locke Goal-Setting theory (conscious goals and
  intentions are the determinants of behavior)

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Vrooms Expectancy Theory

• Motivation is a process governing choices among
  alternate forms of voluntary activity.
• Most behaviors are considered to be under the
  voluntary control of the person and consequently
  are motivated.

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Vrooms Expectancy Theory

• Motivation
  Expectancy x Instrumentality x Valence
• M E x I x V
• A multiplicative relationship!

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Expectancy First-Level Outcomes

• First-level outcomes result from behavior
  and are associated with doing the job.
• First-level outcomes include
• Productivity
• Quality of Production
• Absenteeism
• Turnover

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Expectancy Second-Level Outcomes

• Events (rewards and punishments) that the
• first-level outcomes are likely to produce,
• such as
• Merit Pay Increases
• Promotions
• Group Acceptance or Rejection
• Termination

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Expectancy Theory Key Terms

• Instrumentality
• The perception by an individual that first-level
  outcomes (performance) are associated with
  second-level outcomes (rewards).
• Valence
• The individuals Preferences for outcomes
• Applies to both 1st and 2nd Level outcomes

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Expectancy Theory Key Terms

• Expectancy
• The individuals belief regarding the
  likelihood (or subjective probability) that
  a particular behavior will be
  followed by a
  particular outcome (a probability statement).

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Expectancy Theory Key Terms

• 2 Types of Expectancies
• Effort-Performance Expectancy (E?P)
• Performance-Outcome Expectancy (P?O)

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Expectancy Theory
Second-level outcome
First-level outcome
E P EXPECTANCY
Perceived Probability of successful Performance,
given effort
Second-level outcome
Effort
Performance
First-level outcome
Second-level outcome
Second-level outcome
P O EXPECTANCY
First-level outcome
Second-level outcome
Perceived Probability of receiving an Outcome
(Reward/Punishment), given performance
Second-level outcome
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Vrooms Expectancy Theory

• Motivation
  Expectancy x Instrumentality x Valence
• M E x I x V
• A multiplicative relationship!

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Equity Theory

• What does Equity Theory tell us about
• Comparison
• Rewards
• Motivation

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Equity Theory Key Terms

• Person the Individual perceiving equity or
  inequity.
• Comparison Other any group or person used
  by Person as a Referent regarding the
  ratio of inputs and outcomes.
• Inputs the individual characteristics brought
  by Person to the job.
• Outcomes what Person received from the job.

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The Equity Theory of Motivation
Compares Persons Input/Outcome Ratio to
reference persons (RP) inputs (I) and outcomes
(O)
A Person (P) with certain Inputs (I) and
receiving certain Outcomes (O)
and Perceives
OP ORP IP IRP
Equity

or
Inequity
OP ORP IP IRP
lt
or
Inequity
OP ORP IP IRP
gt
IP Inputs of the person OP Outcomes of the
person IRP Inputs of reference person ORP
Outcomes of reference person
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Change Procedures to Restore Equity

1. Change Inputs
2. Change Outcomes
3. Change Attitudes
4. Change the Reference Person
5. Change the Inputs or Outcomes
   of the Reference Person
6. Leave the field (Quit!)

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Organizational Justice

• The degree to which individuals
  feel fairly treated at the workplace
• What is Distributive Justice?
• What is Procedural Justice?

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Procedural Justice Positive Impact

• What Positive Impacts
  can Procedural Justice
  produce in the workplace?

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Organizational Justice

• The degree to which individuals
  feel fairly treated at the workplace
• What is Interpersonal Justice?
• What is Informational Justice?

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Goal Setting Key Concepts
Goal Setting The process of establishing goals
Goal Specific target attempting to accomplish
Goal Specificity Degree of quantitative precision (Clarity)
Goal Difficulty Level of Performance required to achieve the goal
Goal Intensity Process of setting the goal or of determining how to reach it
Goal Commitment Amount of effort used to achieve a goal
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Examples of Goal Setting at Work

• Landing 5 new customers or increasing sales to
  existing customers by 10 over the next
  12 months.
• Decreasing waste in the manufacturing process by
  20 over the next 3 years.

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Goal Setting at Work

• Specific, Challenging Goals
  (if Accepted)
  result in Higher Performance.

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Goal Setting Applied to Organizations
Goal Characteristics Clear Meaningful
Challenging
Rewards Preferred by Individual or Team
Performance Desired by Organization
Moderators Ability Commitment Feedback
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You Be the Judge (p. 139)

• Is Participative Management an Ethical
  Imperative?
• Why or Why Not?

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Exchange Theory

• What is exchanged for what in this theory?

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Psychological Contract

• What is a Psychological Contract at work?
• What factors can the Exchanges involve?
• Why must the Manager be attuned to the needs
  and expectations of employees?

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Conclusions for Managers

• 1. Managers can influence the
  motivation of
  employees!
• 2. To motivate employees, managers must be aware
  of differences in employees
  needs, abilities, goals.
• Managers must also recognize differences in
  preferences (valences) for rewards.

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Conclusions for Managers

• 3. Monitoring the needs, abilities, goals, and
  preferences of employees is every managers
  responsibility --- not just human resource
  managers!
• 4. Managers should work to provide employees
  with jobs offering task challenge,
  diversity, and opportunities for
  need satisfaction.

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Case 5.1 Comparing Co-Workers

• 1. What is your opinion of Forced Ranking
  performance appraisals?
• ? Do they motivate employees?
• ? Explain your viewpoint.

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Case 5.1 Comparing Co-Workers

• 2. How does Equity Theory explain negative
  reactions to Forced Rankings?
• ? Explain your reasoning.

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Case 5.1 Comparing Co-Workers

• 3. Based on this chapter, how would you
  Motivate employees -- without using forced
  rankings?