Unit 8 Work Motivation

8/4/2019 Unit 8 Work Motivation

1/46Unit 7 1

Unit 7 : OrganizationalBehavior (IndividualProcesses)

Meaning & Scope : attitude &

behavior Work Attitude

Belief & Trust

Attitudes and Values

Please read all recommended

texts...the more you read thebetter prepared you will be !

Any questions please ask ?


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Values and Attitudes

If you want to understand a

persons behavior, you mustunderstand his or her values.

Values are basic convictions(notions) about what is right

and wrong. Values are stable enduring

beliefs about what isworthwhile, influencing

thoughts and behavior


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Importance of values

Values generally influenceattitudes and behavior.

Value system is a hierarchybased on a ranking of anindividuals values in terms ofones intensity.


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Source of our ValueSystems

A significant portion is

genetically determined. Other factors include

national culture, parents,teachers, friends, and

similar environmentalinfluences.


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Values are

relatively stableand enduring.

If we know anindividuals values, weare better able topredict a behavior in

a particular situation.


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Values (Rokeach)

Terminal values are

the end-state we hopeto achieve in life.

Instrumental valuesare means of achievingthese terminal values.


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Terminal andInstrumental Values inRokeach Value Survey

Terminal values A comfortable life

An exciting life

A sense of accomplishment

A world at peace

Equality

Family security

Freedom

Happiness

Inner harmony

Mature love

National security

Pleasure

Salvation

Self-respect

Social recognition

True friendship

Wisdom

Instrumental values Ambitious

Broad-minded Capable

Cheerful

Clean

Courageous

Forgiving

Helpful Honest

Imaginative

Independent

Intellectual

Logical

Loving

Obedient

Polite

Responsible

Self-controlled


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Attitudes

Attitudes have three

evaluative components: Cognitive component of

an attitude is the opinion orbelief segment of an attitude.

Affective component is theemotion or feeling segmentof an attitude.

Behavioral component isthe intention to behave in acertain way toward someoneor something.


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Attitudes

Sources of Attitudes:

Acquired from parents,teachers, and peer groupmembers.

There are geneticpredispositions.

Observations, attitudesthat we imitate.

Attitudes are less stablethan values.


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Cognitive Dissonance

Cognitive dissonance is aconflict between two valuesor between values andbehavior.

It is the process in whichinconsistency between the

attitudes leads to dissonanceand in the process ofovercoming dissonance,there is a change in theattitude of a person.

Basic premise : People dislikeinconsistencies Example : Placement & cos


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Station Break

Lets discuss an example to

understand attitude ! Importance of changing

attitudes ?


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Links to Behavior

Individual behavior is mostly

consistent with theirattitudes

Recent studies accept that asimple direct link doesnt

frequently exist Discuss attitude and behavior

with examples of

Boss Colleagues

Subordinates


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Behavior IntentionModel

Model suggests that focusing

on understanding a personsspecific intention to behavein a certain way makes

behavior more predictableand the relationship betweenattitude & behavior moreunderstandable than if

intention is not considered. Example ? Year end..


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Work Attitudes

Job involvement Extent that a person identifies with his job.

Organizational commitment

Extent that a person identifies with theorganization. This is a great predictor forturnover.

Deeper ties get developed

Seniority : Advantages and +ve attitude Exit barriers (Internal and external) with time

Job satisfaction A persons general attitude toward work or a

job.

Satisfied with some aspects, dissatisfied withsome others ! Content of work

Reward structure

Working conditions etc.


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Responses to JobDissatisfaction-Relationto behavior

Active

Passive

ConstructiveDestructive

Loyalty

Exit

Neglect

Voice

Productivity

Absenteeism


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Emotional Intelligence

It is a form of social

intelligence that involves theability to monitor ones ownand others feelings andemotions, to discriminate

among them and use thisinformation to guide onesthinking and action. (Salovey& Mayor) Optimism

Motivation

Empathy


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Attitude Point # 1

It is our attitude that tells

the world what we expectin return. A cheerfulexpectant attitude

communicates to everyonewe come in contact withthat we EXPECT THE BESTin our dealings with our

customers.


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Attitude Point # 2

It is our attitude toward

life that determines lifesattitude toward us. Asimple cause and effect.

It is your attitude

toward others thatdetermines othersattitude toward you.


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Attitude Point # 3

To achieve and find the

life you want, you mustthink, act, talk, andconduct yourself as would

the person you want tobecome.

For example, if one wantsto be successful, he or she

must think, act, talk, andconduct himself as would asuccessful person.


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Attitude Point # 4

The higher you go up in

any organization ofvalue, the greater theattitude you will find.

A great attitude is notthe result of success;rather success is theresult of a great attitude.


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Finally!!

The greatest

discovery of mygeneration is that ahuman being CAN

alter his life bychanging his attitude.

William James

And so it is with you you arein charge of your attitude.


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Belief

Beliefs are the assumptions that

we make about ourselves, aboutothers and about how we expectthings to be.

The perception of a relationshipbetween two objects orsomething and a characteristic ofit Physical activity is boring

Lawyers are dishonest

Doctors are businessmen Old songs are better than the new

Priorities : Important


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Relationship : Attitude,

Values & Beliefs

Beliefs are translated into attitudesthrough values

BELIEF: Lawyers overcharge theirclients

VALUE: Fairness

ATTITUDE: I dont like lawyers

Attitudes and behaviors are a consequenceof adhering to certain values

An attitude can emerge from a value

Attitudes may sometimes bring about achange in values

Ex :Job sat & qlty of life


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Trust

Trust is described as the amount

of confidence and belief that anindividual has in specificindividuals or groups.

Important to build in an

organization & its systems How can you build it ?

Effective communication

Real understanding

Development of relationship ofmutual respect

Maintaining integrity of relationship


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Personal andOrganizational Values

People enter an org with a

personal value system Managers also carry values

induced socially / adopted

values from the org Productivity

Ability, skill

Ambition, achievement

Integrity

Study conflicts


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Test Next Class

Please read Kavita Singh and

other reference/recommendedbooks


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Unit 8 : WorkMotivation

Meaning; process; Need performancelink

General model : motivation &performance

Content Model of motivation

Process Model of motivation

Motivation by comparison Application of motivation

Reward System

Behavior modification ; job design &

redesign Motivation by Empowerment


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Work Motivation

Motivation refers to the

forces within a person thataffects his direction, intensityand persistence of voluntary

behavior Psychological processes that

cause goal orientedvoluntary actions / behavior

Single largest issue forManagers !


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Elements ofWork Motivation

Direction of Behavior

When faced with obstacles

how hard does a person keeptrying to perform a

chosen behavior successfully?

How hard does a person

work to perform a

chosen behavior?

Which behaviors does a

person choose to perform

In an organization?

Level of Effort

Level of Persistence


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The Motivation Equation

Inputs:

Effort

Time

EducationExperience

Skills

Knowledge

Job behaviors

Performance:

Quantity

QualityLevel of

customer

service

Outcomes:

Pay

Job security

BenefitsVacation

Satisfaction

Pleasure


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Motivation andPerformance

Performance is an evaluation of

the results of a persons behavior

Motivation is only one factoramong many that contributes to anemployees job performance

P= Level of ability x Level

of skill x Motivation x

Knowledge x Org conditions

Challenges & criticisms Its

not so simple


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More Theories of

Motivation

Content Models : Need

Theories (What)

Abraham Maslow Frederick Herzberg David McClelland

Alderfer Process Models (How)

Vrooms Expectancy

Porter & Lawler

Motivation by Comparison Equity Theory


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Maslows Hierarchy ofNeeds

SA

Esteem

Belongingness

Safety

Physiological

Self-Actualization

Lower order needs deficienciesNext higher order need becomes primary motivatorCriticism : compartmentalized needs in order


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Dual Factor :Herzberg

Hygiene Factors : Basic, extrinsic,

cause dissatisfaction Salary

Supervisors

Rules and conditions

Job security

Motivator : Internal to the job, relateto content of the job Challenge

Responsibility

Autonomy

Achievement

Criticism : Specific factors may havedifferent effects (Ex : supervision, pay)


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Alderfers ERG Theory

Need Level Description

Growth Needs Needs for self-developmentand productive

workRelatednessNeeds

Needs to havegoodinterpersonal

relationsExistence Needs Basic needs for

human survival


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Content Models

Maslows

Hierarchy ofNeeds

5 universalneeds

Hierarchy ofimportance

Oncesatisfied,need nolongermotivates

Alderfers

ERG Theory 3 universal

needs

Hierarchy of

importance Flexible

movementamongstlevels

To read Herzbergs motivator-Hygiene Theory


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Process Models (How) :Vrooms ExpectancyTheory

Motivation decides how

much effort to be exerted ina specific job situation

Effort------- Performance --- Rewards

Expectancy, Valence,

Instrumentality

MF = V x I x E


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Expectancy Theory

Valence How desirable is an outcome? What is the perceived value of

the outcome

Instrumentality What is the connection

between job performance andan outcome?

Expectancy What is the connection

between effort and jobperformance?


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Expectancy Theory

Read : Porter & Lawler Model

(Involves perception)


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Motivation byComparison : EquityTheory

What? Challenge inexpectancy models whenoutcomes are perceived tobe inequitable or unfair

Compare inputs tooutcomes

Who?

Inside/outside of occupation

Inside/outside organization

Inside/outside of nation


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Equity Theory

Inputs

Special skills Training

Education

Work

experience Effort on thejob

Time

Outcomes

Pay Fringe

benefits

Job

satisfaction Status

Opportunitiesforadvancement

Job security


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Equity Theory

Inputs lead to outcomes

Objective level of outcomes doesnot determine work motivation

Outcome/input ratio compared toratio of referent others leads to

work motivation

People may increase or decreasetheir inputs

Exits

May distort others inputs oroutcomes


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Conditions ofEquity and Inequity


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Application ofMotivation

Motivation by Goal Setting Level of difficulty

Degree of Participation in process

Importance of Goals Guide direct behavior

Organizing function

Benchmarks of performance Goal Setting Process

Ability

Goal commitment

Feedback & Org Support

Management by Objectives (MBO)Negotiation & collaboration betweenManager & Employee on employeesgoals & objectives


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Reward Systems

Membership & Seniority Security

Loyalty

Job Status : Higher skills & abilities Healthy competition

Creates psychological barriers

Competency & Skills Improves flexibility & transparency

Facilitates continuous learning

Performance (!) Incentive on sales output (Individual)

Team Rewards Organizational Rewards : Employee stock

ownership plans, Stock options, Profitsharing plans


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Motivation byEmpowerment

Empowerment describes

conditions that enable peopleto feel competent and incontrol, energized to take

initiatives and persist atmeaningful tasks

Self initiated empowerment

Empowerment by others

Empowerment by Managers

Documents

Unit 8 Work Motivation