MOTIVATION IN ORGANIZATIONS

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Chapter Four
MOTIVATION IN ORGANIZATIONS
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Motivation in Organizations Its Basic Nature

• Motivation
• set of processes that arouse, direct, maintain
• human behavior attaining some goal
• Requires 3 Components
• Arousal drive / energy behind our actions
• Direction choices we make in pursuing goal
• Maintaining how long will an individual
  continue attempting

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Motivation in OrganizationsIts Basic Nature
(cont.)

• Key Points
• Motivation job performance are not synonymous
• motivation is one of several determinants
• Motivation is multifaceted
• several motives may be operative at once
• People are motivated by more than just money
• goals other than financial are operative at work

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Motivating By Meeting Needs

• Maslows Need Hierarchy
• 5 types of human needs
• Activated in a hierarchical manner
• Lowest-order need must be fulfilled before next
• higher-order need is triggered

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Motivating By Meeting Needs (cont.)

• Deficiency Needs
• if not met, people will not develop either
• physically or psychologically
• Physiological Needs
• Safety Needs
• Social Needs
• Growth Needs
• helps a person to reach their full potential
• Esteem Needs
• Self-Actualization Needs

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Motivating By Meeting Needs (cont.)

• Alderfers ERG Theory
• 3 basic human needs, not necessarily activated in
• any specific order
• Existence Needs
• Maslows physiological safety needs
• Relatedness Needs
• Maslows social needs
• Growth Needs
• Maslows esteem self-actualization needs

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Motivating By Setting Goals

• Locke Lathams Goal-Setting Theory
• goal enhances performance largely because it
  makes
• clear the exact expected level of performance
• assigned goals influence peoples belief about
• their ability to perform the task
  (self-efficacy)
• assigned goals lead to acceptance of those goals
• as personal goals (goal commitment)
• Task Performance

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Motivating By Setting Goals (cont.)

• Setting Effective Performance Goals
• Assign specific goals
• Assign difficult - but acceptable goals
• Provide feedback concerning goal attainment

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Management by Objectives (MBO)

• Formal Goal Setting Process
• Identify organizational objectives
• Employees actively involved in goal setting
• Periodic Review and Feedback

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Motivating By Being Fair

• Organizational Justice
• peoples perception of fairness in organizations

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Motivating By Being Fair (cont.)

• Equity Theory
• people compare themselves with others and
  focus on two variables
• 1) Outcomes benefits we receive from our
  jobs (salary, recognition,)
• 2) Inputs things we contribute (time,
  effort, units produced,)

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Motivating By Being Fair (cont.)

• Equity Theory Social Comparisons
• may result in 3 different states
• Overpayment Inequity
• ratio of outcomes/inputs is higher guilt
• Underpayment Inequity
• ratio of outcomes/inputs is lower angry
• Equitable Payment
• ratio of outcome/input is equal satisfied

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Motivating By Being Fair (cont.)

• Procedural Justice
• for the outcome to be fair, the procedure must be
  fair
• Structural Side of Procedural Justice
• determining how decisions need to be made
• to be considered fair
• Give people a say in how decisions are made
• consistent unbiased

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Motivating Through Job Design

• Job Enlargement
• -increase number variety of tasks
• improves job satisfaction, performance,
  and customer service.

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Motivating Through Job Design

• Job Rotation
• -increase customer service
• -reduce job boredom
• -flexible work-force

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Motivating Through Job Design

• Job Enrichment
• -empower employees
• -form client relationships