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AGENDA
• Motivation process
• SMART goals
• Job characteristics theory
• Equity and organizational justice
• Expectancy theory
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 2
DO YOU HAVE GRIT?
• Grit is the ability to stick to a goal and not give up even in the face of adversity.
• Grit may be as important as intelligence.
• There are a lot of smart people who don’t achieve.
• Research found that students who had more grit (but were not as intelligent as their peers) worked harder and had the highest GPAs.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 3
WHAT IS MOTIVATION?
Motivation is…
• What a person does (direction)
• How hard a person works (intensity)
• How long a person works (persistence)
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 4
THE MOTIVATION PROCESS
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 5
NEED THEORIES
• Maslow’s hierarchy of needs
• Physiological Needs
• Safety
• Social Belonging
• Esteem
• Self-actualization
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 6
HERZBERG’S TWO-FACTOR THEORY
• Also called Motivator-Hygiene Theory
• Motivators – cause satisfaction
• Hygienes – cause dissatisfaction
• Different work factors cause people to be satisfied or dissatified
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 7
TWO FACTORS AND JOB SATISFACTION
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 8
Hygiene/Dissatisfaction Factors Motivation/Satisfaction Factors
Company Policies Achievement
Supervision Recognition
Work Conditions The Work Itself
Security Responsibility
Salary Growth
Status Advancement
MCCLELLAND'S THREE FUNDAMENTAL NEEDS
• Need for achievement (nAch)—the drive to succeed at high levels
• Need for power (nPow)—the need to influence others to do what you want
• Need for affiliation (nAff)—the need for close personal relationships
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 9
SMART GOAL SETTING
• Specific
• Measurable
• Achievable
• Relevant
• Time Based
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 10
MOTIVATING BY CHANGING THE TASKS: JCTFive core dimensions of the job characteristics theory:
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 11
JOB CHARACTERISTICS THEORY
Source: Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 12
DESIGNING MOTIVATIONAL JOBS
JCT-designed jobs give internal rewards
Individual’s growth needs are moderating factors
Motivating jobs must Be autonomous
Provide feedback
Have at least one of the three meaningfulness factors
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 13
HOW CAN JOBS BE REDESIGNED?
Job rotation
Periodic shifting of an employee from one task to another
Job enrichment Increasing the degree to which the worker controls the planning, execution and evaluation of their work
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 14
JOB ENRICHMENT
• Reduces turnover and absenteeism
• Increases satisfaction
• Keeps workers engaged
• Allows workers to develop and use more skills
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 15
EXTENSIONS TO THE JCT
• Task interdependence—the degree to which a person relies on others in performing their work
• Growth need strength—a person’s need to learn new things, grow, and develop as a result of working.
• Varies by person
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 16
JOB CRAFTING
The extent to which individuals can demonstrate initiative in designing their own work
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 17
THE ROLE OF LEADERS IN GOAL SETTING
• Negotiate mutual goals one-on-one with each direct reports.
• Employees that receive feedback on their progress achieve higher levels of performance than those who don’t.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 18
THE IMPORTANCE OF FAIRNESS
• Equity theory
• Organizational justice
• Developing a fair reputation
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 19
EQUITY THEORY
A given person (a focal person, FP) compares their inputs and outcomes to a person that they choose to compare themselves to (a comparison other, CO).
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 20
EQUITY THEORY: 3 POSSIBLE SITUATIONS• The inputs and outcomes for the focal person
(FP, i.e., YOU) equal the inputs and outcomes for the comparison other (CO, i.e., your coworker).
• The input and outcomes for the FP are lowerthan the inputs and outcomes for the CO.
• The input and outcomes for the FP are higherthan the inputs and outcomes for the CO.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 21
BALANCING INPUTS AND OUTPUTS
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 22
Source: Adapted from: Adams, J. S. (1965). Inequity in social exchange. In: L. Berkowitz (Ed.), Advances in experimental social psychology, 2 (pp. 267–299). New York: Academic Press.
ORGANIZATIONAL JUSTICE
• Organizational justice is the “members’ sense of the moral propriety of how they are treated” (Cropanzano 2007).
• Distributive justice
• Procedural justice
• Interpersonal justice
• Informational justice
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 23
COMPONENTS OF ORGANIZATIONAL JUSTICE
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 24
Source: Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386–400.
EXPECTANCY THEORY
Three components
1. Employees decide to put forth effort when they believe that their efforts will lead to good performance. The E P expectancy
2. The employee’s performance will be evaluated accurately and lead to rewards (pay raises, bonuses). The P O instrumentality.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 25
EXPECTANCY THEORY (CONTINUED)
3. The employees value the rewards offered by the organization.
Valences - Vs
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 26
EXPECTANCY THEORY
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 27
Source: Vroom, V. H. (1964). Work and motivation. New York, NY: John Wiley.
PATH–GOAL THEORY
Leaders motivate followers to accomplish goals by establishing the paths to the goals.
Four Leadership behaviors
1. Directive
2. Supportive
3. Participative
4. Achievement-oriented
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 28
PATH-GOAL THEORY
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 29
Sources: House, R. J. (1971). A path-goal theory of leadership effectiveness. Administrative Science Quarterly, 16, 321–328; House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81–97.
ADAPTING TO THE SITUATION
• Adapt leadership behaviors to the followers and the situation.
• Followers’ abilities
• Obstacles the follower has to deal with
• Leaders explain what needs to be done
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 30
LEADERSHIP IMPLICATIONS
• Leaders motivate followers
• Assure followers understand goals and are committed.
• Design more motivating work.
• Be fair.
• Strengthen follower expectations (expectancies and instrumentalities).
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 31