Chapter 9 Motivation and Organizational Culture

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Chapter 9Motivation and Organizational Culture
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Motivation

• Motivation is the drive or desire that stimulates
  and directs human behavior toward some goal that
  fulfills a personal need.
• Motivation, ability, organizational structure,
  availability of resources, and financial
  incentives all factor in determining whether work
  gets done.

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Motivation

• Extrinsic and intrinsic rewards help build
  employee loyalty and ensure a minimum level of
  satisfaction.
• Both types are important in fostering motivated
  employees, but the nature of public service may
  appeal more to people motivated by intrinsic
  rewards.

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Motivation

• Extrinsic rewards are material and nonmonetary
  incentives that come from others.
• Examples include system and individual rewards
  such as pay, bonuses, perquisites, and
  promotions.
• Intrinsic rewards are motivators that relate to
  the level of job satisfaction and self-esteem.

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Motivation

• Chris Argyris saw the demands of bureaucracy
  conflict with human needs for full psychological
  maturity.
• Individuals want to be independent and creative
  but traditional organizations hinder their
  development.

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Motivation

• Division of labor and the behavior of managers
  who treat employees like children hinder employee
  growth and produce childlike behaviors.
• The notion of mature personality in organizations
  calls for giving employees more responsibility
  and encouraging participation in decision-making.

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Motivation

• Frederick Herzberg saw two factors that
  influenced employee attitudes about their jobs
• Hygienic factors include working conditions, work
  rules, and pay.
• Motivating factors are associated with Maslows
  upper level needs such as social needs for esteem
  and self-actualization.

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Motivation

• Victor Vroom Expectancy Theory
• Effort-Performance Expectancy
• Performance-Outcome Expectancy
• Concept of Valence
• Alderfers ERG Theory
• Existence, Relatedness, Growth

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Organizational Culture

• Organizational culture represents the unique
  character or personality of an organization
  consisting of its core beliefs, attitudes, and
  values that influence members actions, often on
  a subconscious level.

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Organizational Culture

• Culture consists of myths, legends, taboos,
  rites, jargon, symbols, and slogans.
• Group norms are the unwritten rules that
  influence behavior in organizations.
• Every culture has its own language, taboos that
  point out what is not permitted rites and
  ceremonies that serves to strengthen bonds within
  the organization and present a barrier to
  outsiders.

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Organizational Culture

• Culture is so deeply embedded in organizations
  that in order to bring about enduring
  organizational change it is often necessary to
  change its culture.
• Culture can be resistant to change efforts.
• Because organizational change involves
  uncertainty that is unsettling, it requires work,
  and it disturbs established routines the
  employees often find comforting.
• It requires strong leadership to effect permanent
  change.

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Organizational Subcultures

• Organizations can have a number of subcultures, a
  set of values shared by usually a small minority.
  
• Subcultures tend to be structurally based - i.e.,
  in a department, work unit, etc.
• Subcultures can weaken or undermine an
  organization if they are in conflict with the
  dominant culture.

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Subcultures

• Most subcultures, however, are formed to help
  members of a particular group deal with the
  specific day to day problems with which they are
  confronted.
• Sometimes the subculture can become a model for
  cultural changes - significantly affecting, if
  not replacing, the dominant culture.

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Strength of Organizational Culture

• Some organizational cultures are strong others
  are weak
• Leadership plays a role in determining the
  strength of a culture
• Strong Leader often equates with strong culture

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Strength of Culture

• Two other factors also play a role in determining
  the strength of an organizations culture
• Sharedness
• Intensity

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Strength of Organizational Culture

• Sharedness
• The degree to which organizational members share
  the same core values
• Often begins with orientation programs for new
  employees
• Reinforced through training and organizational
  socialization
• Intensity
• The degree of commitment of the organizational
  members to the core values

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Leadership and Culture

• One of the most important functions of leadership
  is the creation, management, and (even) the
  destruction of culture

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Maintaining/Strengthening Cultures

• Be careful in choosing new personnel
• Institute orientation programs that reinforce the
  culture
• Reinforce commitment to cultural values through
  rewards
• Use stories and folklore share stories that
  validate the organization's culture
• Recognize and promote those who have done well
  and pointing to them as role models for others to
  follow.

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