Work Motivation

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(No Transcript)
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Work Motivation
Chapter 14
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Learning Goals

1. Describe four approaches that can be used to
   explain employee motivation and satisfaction
2. Explain how managers can use goals and rewards to
   improve performance
3. Describe how jobs can be designed to be
   motivational and satisfying

(continued)
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Learning Goals (contd)
4. State how the organization context affects
motivation and satisfaction 5. Describe how the
needs of individuals can affect their
work 6. Describe how understanding motivation
can help managers improve employee performance
and satisfaction
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• Motivation is the
  inner
• state that causes an
  
• individual to
  behave in a
• way that ensures
  the accomplishment of some goal.
• The force that moves people to initiate, direct
  and sustain behavior and action.
• Force that moves employees and managers to higher
  performance.

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Understanding Motivation and Satisfaction

• Motivation a psychological state that exists
  whenever internal and/or external forces
  stimulate, direct, or maintain behaviors

• Satisfaction a psychological state that
  indicates how people feel about their situation,
  based on their evaluation of the situation

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Employee Motivation and Satisfaction
Manager Behavior
Consequences for employers and employees
Job Design
Employee Motivation Employee Satisfaction

• Improved individual and team performance
• Satisfied customers
• High morale
• Reduced turnover

Organization Context
Individual Differences
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Managerial Approach (Manager Behavior) to
Employee Satisfaction and Motivation

• Practical actions by managers to enhance
  motivation

1. Inspire employees through one-on-one
   communication
2. Set specific and challenging goals that employees
   accept and will strive to achieve
3. Provide employees with praise, recognition, or
   other rewards

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Managerial Approach

• Goal-setting theory states that managers can
  direct the performance of their employees by
  assigning specific, difficult goals that
  employees accept and are will to commit to.
• Management by objectives (MBO) is a participative
  goal-setting technique used in many U.S.
  organizations.

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Managerial Approach How Goal Setting Works
Goals
Goals

• Specific
• Difficult
• Accepted

• Directs attention
• Energizes
• Encourages persistency
• New strategiesdeveloped

Performance
Feedback
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Managerial Approach Goal-Setting Pitfall and
Solutions
Pitfalls
Possible Solutions

• Focusing on performance may reduce learning
• Employees may feel stressed
• Individual goals may create conflict among
  members of a team

• Include goals that recognize the importance of
  learning as well as maximizing performance
• Be sure employees have the training and resources
  they need to achieve their goals
• Establish group goals and a shared vision

(continued)
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Managerial Approach Goal-Setting Pitfall and
Solutions
(cont'd)
Pitfalls
Possible Solutions

• People may be tempted to cheat, especially if
  they are close to achieving their goals but
  expect to ultimately fail
• Focusing on goals may mean some other aspects of
  performance are ignored

• Put proper controls in place
• Establish a culture that values ethical behavior
• Set goals for all important aspects of performance

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Managerial Approach How Goals Work

• Goals help direct the attention of employees
  toward the most important work activities and
  away from irrelevant tasks

• Goals energize employees to exert more effort
  when accepted

• Goals encourage employees to persist in their
  work efforts

• Accepted goals motivate employees to think about
  alternative strategies for achieving them

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Managerial Approach Offering Incentives and
Rewards

• Reinforcement theory behavior is a functionof
  its consequences

• Focuses on changing behaviors

• Behavior modification using the principlesof
  reinforcement theory to modify employee
  behaviors (actions)

• Positive reinforcement increases the likelihood
  that a behavior will be repeated by creating a
  pleasant consequence after the behavior occurs

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Managerial Approach Reinforcement Theory

• Punishment creating a negative consequence to
  discourage a behavior whenever it occurs

• Extinction the absence of any consequenceeither
  positive reinforcement or punishmentfollowingthe
  occurrence of a behavior

• Negative reinforcement employees engage in a
  behavior in anticipation of avoiding unpleasant
  consequences in the future

• Actions serve to avoid unpleasant results
• Causes the behavior to be repeated

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Managerial Approach Reinforcement Theory Snapshot
The problem with reward andrecognition as its
typically done is that it tendsto violate
everything that we know about positive
reinforcement from a scientific perspectiveMuch
of what managers do is based on their own
personal experiences rather than any systematic
ways of approaching them to sort out fact from
fiction.
Aubrey Daniels, Founder, Aubrey Daniels
International
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Managerial Approach Reinforcement Theory
Likelihood ofBehavior X in aSimilar
FutureSituation
Stimulus
Response ofEmployee(Behavior X)
Consequencefor Employee
Employee Experiencesa Reward(Positive
Reinforcement)
Increases
or
Employee Avoids aNegative Consequence(Negative
Reinforcement)
Increases
A SituationExperiencedBy Employee
Employee Reacts By ExhibitingBehavior X
or
Employee Experiences aNegative
Consequence(Punishment)
Decreases
or
Employee ExperiencesNo Consequences(Extinction)
Decreases
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Managerial Approach Using Goals and Expectations
to Motivate Employees

• Expectancy theory people tend to choose
  behaviors that they believe will help them
  achieve their personal goals (e.g., a promotion
  or job security) and avoid behaviors that they
  believe will lead to undesirable personal
  consequences (e.g., a demotion or criticism)

• Emphasizes the initial decision to engage in a
  behavior

• Emphasizes personal goals of employees

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Managerial Approach Expectancy Theory

• Expectancy persons estimate of how likely a
  certain level of effort will lead to the intended
  behavior or performance result

• Expectancy question If I make an effort, will I
  be able to perform the behavior?

• Instrumentality a persons perception of how
  useful the intended behavior or performance is
  for obtaining desired outcomes (or avoiding
  undesired outcomes)

• Instrumentality question If I perform the
  behavior, what will be the consequences?

• Valence the value (weight) that an employee
  attaches to a consequence

• Valence question How much do I value the
  consequences associated with the behavior?

(continued)
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Managerial Approach Expectancy Theory
(cont'd)
Expectancy Question If I make an effort,will I
be able toperform the behavior?
Instrumentality Question If I perform
thebehavior, what willbe the consequences?
Obtain desiredoutcomes (e.g.,rewards,recognitio
n, pride)
?
?
Effort
Performance
Receive undesirableoutcomes (e.g.,punishment,r
idicule, shame)
Valence Question How much do I value
theconsequences associated with the behavior?
?
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Job Design Approach to EmployeeSatisfaction and
Motivation

• Job characteristics theory employees are more
  satisfied and motivated when their jobs are
  meaningful, when jobs create a feeling of
  responsibility, and when jobs are designed to
  ensure that some feedback is available

(continued)
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Job Design Approach to EmployeeSatisfaction and
Motivation (contd)

• Critical Psychological States

• Experienced meaningfulness whether employees
  perceive their work as valuable and worthwhile

• Experienced responsibility whether employees
  feel personally responsible for the quantity and
  quality of their work

• Knowledge of results extent to which employees
  receive feedback about how well they are doing

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Job Design Approach Job Characteristics Theory

• Key job characteristics objective aspects of the
  job design that can be changed to improve the
  critical psychological states

• Skill variety degree to which the job involves
  many different work activities or requires
  several skills and talents
• Task identity the job involves completing an
  identifiable piece of work, that is, doing a job
  with a clear beginning and outcome
• Task significance the job has a substantial
  impact on the goals or work of others in the
  company

(continued)
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Job Design Approach Job Characteristics Theory
(cont'd)

• Key job characteristics (contd)

• Autonomy the job provides substantial freedom,
  independence, and discretion in scheduling work
  and determining the procedures to be used in
  carrying out tasks
• Feedback the outcome provides direct and clear
  information to employees about their performance

• Growth need strength the degree of desire for
  personal challenge, accomplishment, and learning

(continued)
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Job Design Approach Job Characteristics Theory
(cont'd)
Five Job Characteristics

• Skill variety
• Task Identity
• Task significance

• Autonomy

• Feedback

Three Critical Psychological States
Growth Need Strength

• Experiencedmeaningfulnessof work

• Experiencedresponsibility forwork outcomes

• Knowledge ofactual workresults

Personal and Work Outcomes

• High internalworkmotivation

• High-qualityworkperformance

• Low absenteeism andturnover

• Highsatisfactionwith the work

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Organizational Approach to Employee Satisfaction
and Motivation

• Two-factor theory two separate and distinct
  aspects of the work context are responsible for
  motivating and satisfying employees

• Hygiene factors the non-task characteristics of
  the work environmentthe organizational
  contextthat create dissatisfaction

• Motivator factors aspects of the organizational
  context that create positive feelings among
  employees

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Organizational Approach Two-Factor Theory
High Motivation
No Motivation and
No Dissatisfaction
Dissatisfaction
Low
Low
High
High
Hygienes
Motivators
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Organizational Approach Two-FactorTheory

• Hygiene factors

• Absence of dissatisfaction is an essential, but
  not sufficient, condition for creating a
  motivated workforce
• Help create work setting that makes it possible
  to motivate employees

• Motivator factors

• Presence results in employees who feel excited
  and committed to their work

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Organizational Approach TreatingPeople Fairly

• Equity theory employees judge whether theyve
  beentreated fairly by comparing the ratio of
  their outcomesand inputs to the ratios of others
  doing similar work

• Inputs what an employee gives to the job (e.g.,
  time, effort, education, and commitment to the
  organization)
• Outcomes what an employee gets out of doing the
  job (e.g., the feelings of meaningfulness and
  responsibility associated with the job,
  promotions, and increased pay)

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Organizational Approach EquityTheoryExamples
of Equity Perceptions
AllysEquityPerception
AndysEquityPerception
Comparison
Ally
Andy
Situation A
Outcome 500Input 50hours work
Outcome 800Input 80hours work
500/50 800/80 10/hour
Equitable
Equitable
Situation B
Outcome 500Input 50hours work
Outcome 500Input 60hours work
500/50 gt 500/60
Feels over-rewarded (inequitable)
Feels under-rewarded (inequitable)
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Organizational Approach Equity Theory Possible
Reactions to Perceived Inequity

• Increase outputs

• Decrease outputs

• Change compensation (outcome) through legal or
  other actions

• Modify comparison by choosing another person or
  group to evaluate oneself against

• Distort reality by rationalizing that the
  inequities are justified

• Leave the situation (quit job)

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Individual Differences Approach to Employee
Satisfaction and Motivation

• Need feeling of deficiency in some aspect of a
  persons life that creates an uncomfortable
  tension

• Tension becomes a motivating force

• Hierarchy of needs describes the order in which
  people seek to satisfy their desires

• Satisfying the bottom level hierarchy comes first

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Individual Differences Approach Hierarchy of
Needs

• Physiological needs food, clothing, and shelter,
  which people try to satisfy before all others
  (Most basic level)

• Security needs desire for safety and stability,
  and the absence of pain, threat, and illness

• Affiliation needs desire for friendship, love,
  and belonging

(continued)
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Individual Differences Approach Hierarchy of
Needs
(cont'd)

• Esteem needs desire for self-respect, a sense of
  personal achievement, and recognition from others

• Self-actualization needs desire for personal
  growth, self-fulfillment, and the realization of
  the individuals full potential

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Individual Differences Approach Hierarchy of
Needs

• Moving Up

• Satisfaction-progression hypothesis a need
  motivates until it becomes satisfied
• Until basic needs are satisfied, people wont be
  concerned with higher level needs

• Moving Down

• Frustration-regression hypothesis when an
  individual is frustrated in meeting higher level
  needs, the next lower level needs reemerge and
  again direct behavior

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Individual Differences Approach Hierarchy of
Needs
Self- Actualization
Esteem
Frustration-Regression
Satisfaction-Progression
Affiliation
Security
Physiological
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Guidelines for Managers

• Clearly communicate the organizations mission to
  employees and explain how their contribution to
  the organization will help the organization
  realize its mission

• State the behaviors and performance achievements
  that are desired and explainhow they will be
  rewarded

• Design jobs with high motivating potential

• Provide frequent and constructive feedback

(continued)
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Guidelines for Managers
(cont'd)

• Provide rewards for desired behaviors and outcomes

• Provide rewards that employees value

• Provide equitable rewards

• Recognize that each person is unique