chapter 6 – motivation ba 352 kinicki and kreitner and more

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