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Chapter 6 – Motivation
BA 352Kinicki and Kreitner
And more
Important Concepts Definitions: motivation, performance,
job design, job satisfaction, Job Performance Model of Motivation Motivation theories - part 1 - needs Approaches to job design Job satisfaction-performance
relationships
Definitions Motivation
Psychological processes that arouse and direct goal-directed behavior
Performance Actual on-the-job behaviors relevant to
organization goals
Definitions Job Design
Defining job tasks and work setting to accomplish them; changing content or process to increase job satisfaction or performance
Job satisfaction An affective or emotional response to one’s
job; positive or negative attitude to work in general or specific job
Job Performance Model of Motivation (Fig 6-1, pg. 117)
Individual inputs
Job context
Motivational processes
Motivated Behaviors
Performance
Skills
Enable, limit
Individual Inputs KSAO’s Dispositions and
traits Emotions, feelings Beliefs and values
Job context Physical
environment Task design Rewards,
reinforcement Supv support,
coaching Social norms Org. culture
What is Motivation? internal processes that arouse and direct goal-directed
behavior DIDQ
Direction what a person chooses from a number of possible alternatives
Intensity how hard a person works
Duration how long a person sticks with a given action
Quality how well or the way a person does a task
Need Theories focus on individual internal factors: the
physiological or psychological deficiencies that arouse behavior
manager’s job: create a work environment that responds positively to individual needs
Key theories: Maslow’s Hierarchy of Needs McClelland’s Acquired Needs Theory
Hierarchy of Needs: Maslow
Physiological - basic necessities - food, water,
Safety - security, protection, stability
Social - relationships, affiliation, belonging
Esteem -self-respect, reputation, recognition
Self actualization - self fulfillment
McClelland’s Needs Theory McClelland: 3 important human needs:
Need for achievement (nAch) Need for affiliation (nAff) Need for power (nPower)
Measured with TAT, Thematic Apperception Test
ANT: McClelland Need for achievement (nAch)
the desire to do something better or more efficiently, to solve problems, or to master complex task - -to experience success
jobs with individual responsibilities, challenging goals, and immediate, specific performance feedback
Correlated with entrepreneurial success, sales May differ cross-culturally
ANT: McClelland Need for affiliation (nAff)
the desire to establish and maintain friendly and warm relations with others
jobs with interpersonal relationships and opportunities for communication (sales, teaching)
may dislike giving negative feedback or making difficult decisions
ANT: McClelland Need for power (nPower)
The desire to control others, to influence their behavior, or to be responsible for others
jobs with opportunities to influence others and to gain personal attention and recognition
The two faces: Need for social power- use of power for group goals Need for personal power- use of power for personal goals
Men and women are similar in how power motive is manifested: occupations, visibility, symbols of status
ANT: McClelland nAch, nAff, and nPower are learned -
acquired over time, a result of people’s life experiences.
Thus, if needs are learned, they may be developed or taught.
Two- Factor: Herzberg Hygiene Factors - sources of job
dissatisfaction pertain to the environment (context) in which
people work rather than to the nature of the work itself
Motivator Factors - provide job satisfaction Found in the job content and reflect directly upon
what one does in the actual daily work experience
Two-Factor: Herzberg Hygiene factors
context
Organizational policies Quality of supervision Working conditions Base wage or salary Relations with others
• Motivator factors
content
• Achievement Recognition Work itself Responsibility Advancement Growth
High High0Dissatisfaction Satisfaction
Two-Factor: Herzberg job dissatisfaction and job satisfaction -
separate and independent dimensions; any improvement in one dimension affects
only it –not the other. job satisfaction and performance will be
most responsive to improvements in job content
“job enrichment” may build motivation by improving job content
What is Job Design? Changing the content and/or process of
a specific job to increase motivation, job satisfaction and performance Job simplification (mechanistic) Job enlargement Job rotation Job enrichment Biological and perceptual motor
Job Design
Job simplification (mechanistic) Standardizing work procedures = well
defined, specialized routine jobs Job enlargement
adding tasks into a job = more variety Job rotation
Moving employees from one job to another
Job enrichment Improving job content by building in
more motivating factors Achievement, growth, recognition
Accomplished through “vertical loading” May add planning, evaluating tasks
generally held by supervisors or manager
Job characteristics model
Core jobdimensions
Personal & Work
Outcomes
Critical Psychological
States
Skill varietyTask identityTask significance
Autonomy
Feedback
Experiencedmeaningfulness
Experiencedresponsibility
Knowledge of results
High InternalMotivation
High-quality Wk performance
High satisfaction
Low absenteeismturnoverGrowth need strength
Intrinsic motivation Motivation - positive feelings coming
from doing a job or task
Think of what you pay others to let you do Fishing Skiing Quilting
Extrinsic motivation Motivation from the expectation of
receiving rewards from other people
At work: salaries, bonuses, promotions At school: grades, scholarships At home: praise, encouragement
Intrinsic motivation model
Sense of choice
Meaningfulness
Competence
Progress
From task activities
From taskpurpose
Thomas, K. 2000. Intrinsic motivation at work…San Francisco: Berrett Kohler in K&K, 2nd edition.
What is Job Satisfaction? attitude toward work in general or to specific
aspects of job at given point in time Components of job satisfaction (as measured by JDI)
Work itself: responsibility, interest, and growth Quality of supervision: technical help and social support Relationships with co-workers: social harmony and
respect Promotion opportunities: chances for further advancement Pay: adequacy of pay and perceived equity vis-à-vis others
Causes Need fulfillment Discrepancies Value attainment Equity Disposition/genetics
Job Satisfaction Three alternative viewpoints:
Satisfaction causes performance Thus to increase performance at work, a manager must
make his/her employees satisfied Performance causes satisfaction
Thus a manager’s attention should be directed toward helping people achieve high performance and therefore job satisfaction would follow
Rewards cause both performance and satisfaction
Job satisfaction and performance should be considered as two separate but interrelated work results that are both influenced by the allocation of rewards
JS Consequences
+ Relationship Org. commitment
Motivation Job involvement OCB Life satisfaction Mental health
performance
- Relationship Perceived stress
Turnover Heart disease Pro-union voting
Absenteeism Tardiness
Weak
Strong