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Chapter
8 Motivation Through Needs, Job Design & Intrinsic Rewards
Motivation Through Needs, Job Design & Intrinsic Rewards
What Does Motivation What Does Motivation
Involve?Involve? Need Theories of Need Theories of
MotivationMotivation Motivating Employees Motivating Employees
Through Job DesignThrough Job Design Leading Others Leading Others Toward Toward
Intrinsic MotivationIntrinsic Motivation
Motivation
MotivationMotivation
psychological processes that arouse and direct goal-directed behavior DirectionDirection IntensityIntensity Duration Duration
TypesTypes IntrinsicIntrinsic ExtrinsicExtrinsic
8-2
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
A Job Performance Model of Motivation
8-3Figure 8-1
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Individual Inputs
Job Context
Motivational Factors
Motivated Behaviors
Performance
Motivation Theories and Workplace Outcomes: A Contingency Approach
Outcome of Interest
Need Reinforce-ment
Equity Expectancy
Goal settin
g
Job Characteristic
s
Choice
X
Effort X X X X X X
Performance
X X X X
Satisfaction X X X
Absenteeism
X X X
Turnover X X X X
Motivation Theories
8-4Table 8-1
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Need theories
Workers have needs they are driven to satisfy in the workplace
Managers can motivate workers by determining the workers’ unmet needs and offering need fulfillment in exchange for work
Maslow’s Need Hierarchy Theory
Esteem
Love
Safety
Physiological
Self-
Actualization
8-5Figure 8-2
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Alderfer’s ERG theory
Existance needsExistance needs desire for physiological and materialistic well-being
Relatedness needsRelatedness needs desire to have meaningful relatinships with significant others
Growth needsGrowth needs desire to grow as a human being and to use one’s abilities to their fullest potential
8-6
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Need theory research shows
Maslow not well supported Mixed support for Alderfer
Different employees can be motivated by different needs
An employee can be frustrated by higher order needs and work for fulfillment of lower order needs
Motivating Employees Through Job Design
Job Design Changing the content and/or process of a specific job to increase job satisfaction and performance
8-7
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Approaches to Job Design
Mechanistic Mechanistic Very little cooperation
between management and workers
Employees underachieving by engaging in output restriction: “systematic soldiering”
Scientific ManagementScientific Management using research and experimentation to find the most efficient way to perform a job
8-8
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Motivational Approaches
Job Enlargement Job Enlargement putting more variety into a job
Job RotationJob Rotation moving employees from one specialized job to another
Job Enrichment Job Enrichment practical application of Herzberg’s motivator-hygiene theory of job satisfaction
8-9
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Motivator vs. Hygiene Factors
Motivators job characteristics associated with job satisfaction
Hygiene Factors job characteristics associated with job dissatisfaction
8-10
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Herzberg’s Motivator-Hygiene Model
Motivator Factors
No Satisfaction Satisfaction
Jobs that do not offer achievement, recognition, stimulating work, responsibility and advancement
Jobs offering achievement, recognition, stimulating work, responsibility and advancement
8-11Figure 8-4
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Herzberg’s Motivator-Hygiene Model
Hygiene Factors
Dissatisfaction No Dissatisfaction
Jobs with poor company policies, and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions
Jobs with good company policies, and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions
8-12Figure 8-4 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Principles of Vertically Loading a Job
Responsibility, achievement, and recognition
C. Giving a person a complete natural unit of work (module, division, area, and so on)
Responsibility and recognition
B. Increasing the accountability of individuals for their own work
Responsibility and personal achievement
A. Removing some controls while retaining accountability
Motivators InvolvedPrinciple
8-13Table 8-1
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Principles of Vertically Loading a Job
Growth and learningF. Introducing new and more difficult tasks not previously handled
Internal recognitionE. Making periodic reports directly available to the worker himself rather than the supervisor
Responsibility, achievement, and recognition
D. Granting additional authority to an employee in his activity; job reform
Motivators InvolvedPrinciple
Responsibility, growth, and advancement
G. Assigning individuals specific or specialized tasks, enabling them to become experts
8-14Table 8-1 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Research shows
Job enlargement has no significant lasting effect on employee performance
Benefits of job rotation not sufficiently explored Job enrichment has some support Herzberg’s model has some support, but
Not necessarily for the two-factor aspect
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Job Characteristics Model
High work effectiveness
High growth satisfaction High general job satisfaction
High intrinsic work motivation
Outcomes
Knowledge of the actual results of the work activities
Experienced responsibility for outcomes of the work
Experienced meaningfulness of work
Criticalpsychological
state
Feedback from job
Autonomy
Skill variety Task identity Task significance
Core job
characteristics
Moderators1. Knowledge and skill2. Growth need
strength3. Context satisfaction
8-15Figure 8-5
McGraw-Hill
Steps for Applying the Job Characteristics Model
1) Diagnose the work environment to determine if a performance problem is due to low motivation and de-motivating job characteristics
2) Determine whether job redesign is appropriate for a given group of employees
3) Determine how to best redesign the job
8-16Table 8-2
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Steps for Applying the Job Characteristics Model
Perceptual-Motor Approach emphasizes the reliability of work outcome by examining error rates, accidents, and workers’ feedback about facilities and equipment
8-17
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Biological Approach focuses on designing the work environment to reduce employees’ physical strain, effort, fatigue, and health complaints
Research shows
Moderately strong relationship between job characteristics and job satisfaction Can decrease performance
Model is able to predict absenteeism and turnover better than performance
Critical psychological states not necessarily full mediators between job characteristics and outcomes
Intrinsic vs. Extrinsic Motivation
Intrinsic Motivation being driven by positive feelings associated with doing well on a task or job
Extrinsic Motivation motivation caused by the desire to attain specific outcomes
8-18
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A Model of Intrinsic Motivation
Sense ofChoice
Sense ofCompetence
Sense ofMeaningfulness
Sense ofProgress
Opportunity Rewards
Accomplishment Rewards
From Task
Activities
From Task
Purpose
8-19Figure 8-6
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Building Blocks for the Intrinsic Rewards
Choice Delegated authority Trust in workers Security A clear purpose Information
Competence Knowledge Positive feedback Skill recognition Challenge High, non-comparitive standards
Meaningfulness A non-cynical climate Clearly identified passions An exciting vision Relevant task purposes Whole tasks
Progress A collaborative climate Milestones Celebrations Access to customers Measurement of improvement
8-20Figure 8-7
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.