Motivation and Job Satisfaction

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Chapter 6

• Motivation and Job Satisfaction

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Motivation

• Motivation in regards to work behavior,
  energizes, directs, and sustains good behavior.
• It is argued that motivation has lost its
  meaning.
• Motivation cannot be measured directly.

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Theories of Motivation

• The first few theories were basic. Taylors
  theory was that money was the key to motivation.
  The Hawthorne studies believed that happiness was
  the key to motivation.
• Need theories came next, with three important
  ones Maslows hierarchy of needs, Alderfers ERG
  theory, and McClellands need to achieve theory.

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Maslows Hierarchy of Needs

• The first level is the physiological need.
• Next comes the need for safety and security.
• The third level is a social need.
• The fourth level is a need for self esteem.
• The last level is self actualization.

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Alderfers ERG Theory

• Clayton Alderfer revised Maslows theory.
• Basically simplified it, putting it on three
  levels existence, relatedness, and growth.
• He concluded that it was too hard to separate
  them from lowest to highest, so he said they all
  happened simultaneously.

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McClellands Need to Achieve Theory

• States that work motivation has three needs.
• The need to achieve.
• The need for power.
• The need to affiliate.

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Problems with need theories

• Maslows and Alderfers theories cannot be tested
  very well.
• McClellands theory can be tested much easier,
  although there are still problems with the
  theory.
• The need to achieve is tested through a the
  Thematic Apperception Test. The scoring on the
  exam is still subjective. And you can be taught
  how to increase your need to achieve.

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Job Design Theories

• Job design theories do a better job of arranging
  work in ways that will produce the best
  performance instead of satisfying deficiencies,
  as need theories suggest.
• The two main job design theories are Herzbergs
  two-factor theory and Hackman and Oldhams job
  characteristics theory.

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Herzbergs Two Factor Theory

• Herzberg found a relationship between job
  satisfaction and work performance, which others
  had missed.
• His basic theory suggests that satisfying
  employees motivational needs causes high job
  satisfaction and performance.
• He also believed that dissatisfaction is caused
  by, what he calls hygiene factors, which is the
  work environment.

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• Herzberg added that to achieve high levels of job
  satisfaction motivator factors must be present.
• Some believe that there is a glaring defect in
  his two factor theory. People have suggested that
  it is a prime example of the fundamental
  attribution error.

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Hackman and Oldhams Job Characteristics Theory

• Their theory says that certain job elements in
  the work environment lead to motivation and
  satisfaction.
• They created the Job Diagnostic Survey to find
  out which parts of jobs influence satisfaction.
  The main categories of the test were the core job
  characteristics, which were
• Skill Variety

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• Task Identity
• Task Significance
• Autonomy
• Feedback
• They used these factors to calculate the
  motivating potential score of a particular job.

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• They suggested using this formula to motivate
  workers by finding ways to increase the value of
  the job characteristics.
• Through their research they found three
  additional factors that can change motivated
  behavior growth need strength, knowledge and
  skill, and satisfaction with the job.
• After job design theories came Cognitive
  theories.

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Cognitive Theories

• Cognitive theories of motivation focus on the
  mental activities and perceptions by which people
  determine their motivation at work. These
  theories suggest that people go through life and
  take in experiences and then have expectations
  about what will happen in certain situations.
• There are three main cognitive theories Adams
  Equity theory, Vrooms Expectancy theory, and
  Locke and Lathams Goal setting theory.

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Adams Equity Theory

• Adams equity theory assumes that people want a
  fair return compared to other people for the jobs
  they do.
• It also assumes that people expect certain
  outcomes.
• When a situation isnt considered fair its
  called inequity.
• Adams predicts that the inequity will cause one
  of six reactions.

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• Change inputs.
• Change outcomes.
• Leave the situation.
• Change behavior toward comparable workers.
• Distort the situation.
• Change the comparison.

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• People who react one of those ways are called
  equity sensitive.
• Benevolents are workers who prefer situations in
  which they get fewer outcomes from putting in
  greater effort than others do.
• Entitleds are people who look for situations
  where they get greater outcomes and give less
  effort.

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Vrooms Valence-Instrumentality-Expectancy Theory

• Job outcome
• Valence
• Instrumentality
• Expectancy
• Force

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Locke and Lathams Goal Setting Theory

• Difficult goals lead to the best job performance.
• Specific goals lead to better performance than no
  goals.
• High levels of commitment to goals increase
  performance.
• To influence performance, workers must have
  specific feedback about their results.
• Goal setting can be harmful.

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Behavioral Theories

• Behavioral theories of motivation assume that the
  positive or negative consequences of behaviors
  determine whether a behavior will be repeated or
  stopped.
• The reinforcement theory assumes that motivated
  behavior is caused by the consequences that
  follow a behavior.
• Reinforcers positive, negative, extrinsic,
  intrinsic.

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Organizational Behavior Modification

• Organizational behavior modification is the
  systematic application of learning principles in
  order to change behavior in an entire
  organization. The focus is on the whole, rather
  than the single slice of pie.

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Job Satisfaction

• Job outcomes
• Job performance
• Turnover
• Absenteeism
• Organizational Commitment
• Job Involvement