Chapter Five Motivation

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Chapter FiveMotivation
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Motivation

• Research on motivation attempts to determine why
  people behave the way they do and to understand
  the ramifications of such behavior. The changing
  role and interaction of technology at work is one
  factor that explains why motivation remains an
  important research topic. Additionally, our
  movement to an information and service-based
  economy may have varying effects on motivation
  factors and resulting employee behaviors.

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Motivation

• Motivation is derived from the Latin word movere,
  to move. The Merriam-Webster dictionary
  defines motivation (root motive) as something
  (as a need or desire) that causes a person to
  act while motivate is defined as the object
  influencing a choice or prompting an action.
• Several common themes among motivation
  definitions refers to action or behavior toward
  goals, specifically, the individual and
  environmental antecedent factors that cause
  action, the goal itself, and feedback acting as a
  moderator which can influence the intensity of
  achieving the goal

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Motivation

• An understanding of the complexities of
  contemporary organizations and how individuals
  differing motivations influence needs, actions
  and goals is essential to fully comprehend the
  effects of variations in other factors such as
  leadership styles, job design, salary, as they
  relate to performance, satisfaction, and other
  outcomes

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Other Definitions

• Direction of behavior
• Strength of the response (effort) once employee
  chooses to follow a course of action
• Persistence of the behavior or how long the
  person continues to behave in a particular manner
• Different motivators for different
  cultures/situations
• Emphasis on different factors depending on what
  is being studied.

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Why does an organization want to motivate
employees?

• Fear of unions
• Promote positive climate
• Able to pay workers less
• Other reasons?

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Motivation

• Popular definition of motivation
• Willingness to perform
• Regarded as an individual-level attitude
• Understood to be affected by leadership
• May be nothing more than an internal attribution
  when observed behavior is consistent or
  inconsistent with organizational expectations

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Motivation Defined
Motivation Psychological processes that cause
the arousal direction, and persistence of
voluntary actions that are goal directed.

• Implications Associated with This
  Definition
• Behavior is purposive rather than random- People
  exhibit both positive (work done on time) and
  negative (arrive late for work) behavior for a
  reason
• Motivation arouses people to do something-
  People are unlikely to change a behavior or do
  something different unless they are motivated to
  do so
• Motivation causes people to focus on a desired
  end-result or goal
• Motivation fuels the persistence needed to
  exhibit sustained effort on a task

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A Job Performance Model of Motivation
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A Job Performance Model of Motivation (cont.)
Skills
Individual Inputs
Motivated Behaviors
Focus Direction, What we doIntensity Effort,
how hard we tryQuality Task
strategies, the way we do
itDuration Persistence, how
long we stick to it
Motivational Processes
Performance
Job Context
Enable, Limit
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Motivation Theories

• Content theories focus on factors within the
  person that energize, direct, sustain, and stop
  behavior. They attempt to determine the specific
  needs that motivate people (individual needs for
  job satisfaction, behavior, and reward systems).
  Aware of differences in people
• Process theories describe and analyze how
  behavior is energized, directed, sustained and
  stopped by factors external to the person.
  Understand how individuals make choices based on
  preferences, rewards, and accomplishments.

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Content Theories

• Within a person, individual need deficiencies
  activate tensions that trigger a behavioral
  response. Managers should
• Determine what needs trigger performance, group
  and personal behaviors
• Offer meaningful rewards to satisfy needs
• Know when it is appropriate to offer rewards
• Adapt to peoples changing needs

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Motivation Theories

• Hierarchy of Needs (Maslow) - content
• Nach Theory (McClelland) - content
• Reinforcement Theory - process
• Self-Efficacy Theory (Bandura)
• Job Design (Enlargement, Rotation, Enrichment)
• Two-Factor Model (Herzberg) - content
• Job Characteristics Model (Hackman Oldham)
• Empowerment (Spreitzer)
• Equity Theory (Adams) - process
• Expectancy Theory (Vroom) - process
• Goal-Setting (Locke) - process

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Motivation Theories and Workplace Outcomes
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Motivation Theories and Workplace Outcomes
(continued)
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Maslows Need Hierarchy
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Research on Maslow

• Very few studies can confirm or refute the
  theory. It may be that the dynamics implied are
  too complex to be operationalized and confirmed
  by scientific research. Helps to explain aspects
  of human behavior but it is not accurate/thorough
  to explain individual behavior.
• A satisfied need may lose its motivating
  potential. Managers are advised to motivate
  employees by devising programs aimed at
  satisfying emerging or unmet needs.
• Managers high in the organization place greater
  emphasis on self-actualization

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Alderfer ERG Theory

• Existence needs satisfied by factors such as
  food, air, water, pay, and working conditions
• Relatedness- needs satisfied by meaningful social
  and interpersonal relationships
• Growth needs satisfied by creative
  contributions
• In addition to satisfaction-progression
  hierarchy, there is frustration-regression.

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Herzbergs Two-Factor Theory

• Views on job satisfaction
• Extrinsic conditions or job context include pay,
  status, working conditions. The presence of
  these conditions does not motivate the person but
  the absence results in dissatisfaction. Also
  called hygiene factors
• Intrinsic conditions or job content include
  feelings of achievement, increased responsibility
  and recognition. The absence does not lead to
  dissatisfaction but when present they build
  levels of motivation that result in good job
  performance. Also called motivators.
• Requires an enriched job to motivate employees

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Herzbergs Motivator-Hygiene Model

Motivators No Satisfaction
SatisfactionJobs that do not Jobs
offeringoffer achievement achievement,recogniti
on, recognition, stimulating work, stimulating
work,responsibility, responsibility,and
advancement. and advancement.
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Herzbergs Motivator-Hygiene Model (continued)
Hygiene
Factors Dissatisfaction No DissatisfactionJobs
with poor Jobs with goodcompany
policies, company policies,and
administration, and administration, technical
supervision technical supervision,salary,
interpersonal salary, interpersonalrelationships
with relationships withsupervisors, and
supervisors, andworking conditions. working
conditions.
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McClellands Need Theory
Need For Achievement Desire to excel and
accomplish something difficult.

• Achievement-motivated people prefer
• tasks of moderate ability that they can achieve
• situations in which their performance is due to
  their own efforts
• more feedback on their success and failures than
  do low achievers
• Need For Affiliation Desire to spend time in
  social relationships and activities.
• Need For Power Desire to influence, coach,
  teach, or encourage others to achieve.

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McClellands Need Theory

• When a need is strong, its effect is to motivate
  the person to use behavior to satisfy the need.
• Thematic Apperception Test (TAT)
• Differences in needs based on culture, economic
  background and gender
• Can adult behaviors be changed or is motivation
  developed in childhood?

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Causes of Job Satisfaction
Job Satisfaction An affective or emotional
response to various facets of ones job.

• Need Fulfillment Satisfaction is based on the
  extent to which a job satisfies a persons needs.
• Discrepancies Satisfaction is determined by the
  extent to which an individual receives what he or
  she expects from a job.
• Value Attainment Satisfaction results from the
  extent to which a job allows fulfillment of ones
  work values.
• Equity Satisfaction is a function of how
  fairly an individual is treated at work.
• Trait/Genetic Components Satisfaction is partly
  a function of personal traits and genetic factors.

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Correlates of Job Satisfaction

• Variables Related Direction of Strength
  ofto Satisfaction Relationship Relationship
• Motivation Positive Moderate
• Job Involvement Positive Moderate
• Organizational citizenshipbehavior Positive M
  oderate
• Organizational commitment Positive Strong
• Absenteeism Negative Weak
• Tardiness Negative Weak
• Turnover Negative Moderate
• Heart Disease Negative Moderate
• Perceived stress Negative Strong
• Pro-union voting Negative Moderate
• Job performance Positive Weak
• Life satisfaction Positive Moderate
• Mental health Positive Moderate

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Figure 5.5 Table 5.2

• Excellent Summary
• Be able to discuss differences and similarities
  in the models