ch 6 motivation
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Organizational Behavior Courses, Study MaterialTRANSCRIPT
COMMUNICATION Ch. 6: *
All Rights Reserved
Ch. 6: *
Motivation
CHAPTER
6
Ch. 6: *
Learning Objectives
What is motivation process?
The difference between Maslow’s and McClelland’s theories.
How motivators are different from hygiene factors.
The application of goal setting to system performance.
All Rights Reserved
Ch. 6: *
Learning Objectives (cont.)
In this chapter, you will understand:
The key relationships in expectancy theory and its practical implications for motivating employees.
The role of perceived inequity in employee motivation.
How the contemporary theories of motivation complement each other.
Issues to be addressed in implementing a motivational program.
All Rights Reserved
Ch. 6: *
Learning Objectives (cont.)
In this chapter, you will understand :
The background of job design as an applied area of work motivation.
The job characteristics model of job design.
Financial rewards as motivators.
Ch. 6: *
6.1 What is Motivation?
*
Ch. 6: *
6.2 Early Theories of Work Motivation
Maslow’s Needs Hierarchy Theory
Herzberg’s Two-Factor Theory
Alderfer’s ERG Theory
McClelland’s Need Theory
Ch. 6: *
6.2.1 Maslow’s Needs Hierarchy Theory
Maslow’s hierarchy of needs offer a pyramid of lower-order needs such as psychological, safety and social needs and higher-order needs, namely, esteem and self-actualisation.
Maslow postulated that needs are only motivators
if they are unsatisfied.
Physiological needs: The lowest and most basic needs, primary needs, e.g. need of hunger, sleep, cover from weather and thirst.
Safety needs: Emotional as well as physical safety in this next level of needs.
Social/ Belonging needs: Affection and affiliation needs. An example of this need will be social acceptance.
Esteem needs: This level represents the higher needs of humans, e.g. need for power, need for achievement and status. This need correspond to self-esteem as well as esteem from others.
*
Ch. 6: *
6.2.2 Herzberg’s Two-Factor Theory
Herzberg’s two-factor theory identifies hygiene factors as source of job dissatisfaction and motivation factors as the source of satisfaction on job.
Motivators: Job satisfiers related to the job content.
*
Ch. 6: *
6.2.3 Alderfer’s ERG Theory
Identifies three groups of needs: existence, relatedness and growth needs to affect motivation.
All Rights Reserved
Ch. 6: *
6.2.4 McClelland’s Need Theory
Need for achievement (nAch) is the desire to do better, solve problems or master complex tasks.
*
Ch. 6: *
6.3 Alternative Theories of Work Motivation
Alternative theories termed as process motivation theories understand how and why people are motivated.
Vroom’s expectancy theory.
Equity theory of motivation.
Ch. 6: *
6.3.1 Vroom’s Expectancy Theory
Vroom’s expectancy theory states that the work motivation is dependent on individual’s beliefs regarding effort/performance relationships and work outcomes.
*
Ch. 6: *
6.3.1 Vroom’s Expectancy Theory (cont.)
Instrumentality refers to an individual’s belief that a particular outcome is contingent on accomplishing a specific level of performance.
Valence is the value to an individual attached to various outcomes.
All Rights Reserved
Ch. 6: *
6.3.2 Equity Theory of Motivation
Equity theory postulates that people will act to eliminate any felt inequity in the rewards received for their work in comparison with others.
In such cases, an individual will take the following actions to establish a sense of equity:
Change work output.
Quit from the work.
*
Ch. 6: *
6.3.3 Goal Setting Theory
Goal setting theory is the process of setting goals with feedback for motivation and higher performance.
Goal setting model and further researches summarize it in the following ways:
Difficult goals are more likely to lead to higher performance.
Specific goals may lead to higher performance.
Feedback facilitates higher performance.
Ch. 6: *
Understanding Organizational Behaviour © Oxford University Press Malaysia, 2009
Abilities to perform and feeling of self-efficacy leads to higher performance.
Goal commitment and acceptance is required for higher performance.
6.3.3 Goal Setting Theory (cont.)
All Rights Reserved
Ch. 6: *
SMART Goals
Ch. 6: *
6.4 Limitations of Motivation Theories
Human behaviours result from multiple sources.
Managers should not assume that everything means the same to everyone.
Work is not necessarily one’s life focus.
*
Ch. 6: *
6.5 Challenges in Motivating Organizations
6.5.1 Motivating Performance Through Diversity
6.5.2 Motivating Performance Through Different Employment Patterns
*
Ch. 6: *
6.6 Job Design
Job design refers to any set of activities that alters specific jobs so as to increase the job responsibilities, job activities or to change how the job is to be executed.
*
Ch. 6: *
Understanding Organizational Behaviour © Oxford University Press Malaysia, 2009
Job enlargement: It refers to expansion of the number of different tasks performed by an employee in a single job. This process adds to the variety of jobs and makes it more interesting and challenging.
Job enrichment: It means adding few more motivators to a job to make it challenging and rewarding.
6.6 Job Design (cont.)
Ch. 6: *
6.7 The Job Characteristics Model
Skill variety: The extent to which a job incorporates a number of different activities and skills.
*
Ch. 6: *
Understanding Organizational Behaviour © Oxford University Press Malaysia, 2009
Task significance: The extent that the job affects the lives of other people.
Autonomy: The extent that the job allows an individual to experience freedom, independence in executing a job or making decisions.
Feedback: The extent that the job provides response about on-the-job performance or the effectiveness of their work.
6.7 The Job Characteristics Model (cont.)
All Rights Reserved
Ch. 6: *
6.8 Financial Rewards as Motivators
1. Membership and seniority-based rewards
2. Job status-based rewards
Ch. 6: *
Review Questions
1. Why should a manager be well versed in the various motivation theories?
2. How could a manager’s attempt to treat his or her employees equally lead to perception of inequity? Explain.
3. Someone in your discussion group has a low expectancy for successful performance, what could you do to increase this person expectancy?
*
All Rights Reserved
Ch. 6: *
Motivation
CHAPTER
6
Ch. 6: *
Learning Objectives
What is motivation process?
The difference between Maslow’s and McClelland’s theories.
How motivators are different from hygiene factors.
The application of goal setting to system performance.
All Rights Reserved
Ch. 6: *
Learning Objectives (cont.)
In this chapter, you will understand:
The key relationships in expectancy theory and its practical implications for motivating employees.
The role of perceived inequity in employee motivation.
How the contemporary theories of motivation complement each other.
Issues to be addressed in implementing a motivational program.
All Rights Reserved
Ch. 6: *
Learning Objectives (cont.)
In this chapter, you will understand :
The background of job design as an applied area of work motivation.
The job characteristics model of job design.
Financial rewards as motivators.
Ch. 6: *
6.1 What is Motivation?
*
Ch. 6: *
6.2 Early Theories of Work Motivation
Maslow’s Needs Hierarchy Theory
Herzberg’s Two-Factor Theory
Alderfer’s ERG Theory
McClelland’s Need Theory
Ch. 6: *
6.2.1 Maslow’s Needs Hierarchy Theory
Maslow’s hierarchy of needs offer a pyramid of lower-order needs such as psychological, safety and social needs and higher-order needs, namely, esteem and self-actualisation.
Maslow postulated that needs are only motivators
if they are unsatisfied.
Physiological needs: The lowest and most basic needs, primary needs, e.g. need of hunger, sleep, cover from weather and thirst.
Safety needs: Emotional as well as physical safety in this next level of needs.
Social/ Belonging needs: Affection and affiliation needs. An example of this need will be social acceptance.
Esteem needs: This level represents the higher needs of humans, e.g. need for power, need for achievement and status. This need correspond to self-esteem as well as esteem from others.
*
Ch. 6: *
6.2.2 Herzberg’s Two-Factor Theory
Herzberg’s two-factor theory identifies hygiene factors as source of job dissatisfaction and motivation factors as the source of satisfaction on job.
Motivators: Job satisfiers related to the job content.
*
Ch. 6: *
6.2.3 Alderfer’s ERG Theory
Identifies three groups of needs: existence, relatedness and growth needs to affect motivation.
All Rights Reserved
Ch. 6: *
6.2.4 McClelland’s Need Theory
Need for achievement (nAch) is the desire to do better, solve problems or master complex tasks.
*
Ch. 6: *
6.3 Alternative Theories of Work Motivation
Alternative theories termed as process motivation theories understand how and why people are motivated.
Vroom’s expectancy theory.
Equity theory of motivation.
Ch. 6: *
6.3.1 Vroom’s Expectancy Theory
Vroom’s expectancy theory states that the work motivation is dependent on individual’s beliefs regarding effort/performance relationships and work outcomes.
*
Ch. 6: *
6.3.1 Vroom’s Expectancy Theory (cont.)
Instrumentality refers to an individual’s belief that a particular outcome is contingent on accomplishing a specific level of performance.
Valence is the value to an individual attached to various outcomes.
All Rights Reserved
Ch. 6: *
6.3.2 Equity Theory of Motivation
Equity theory postulates that people will act to eliminate any felt inequity in the rewards received for their work in comparison with others.
In such cases, an individual will take the following actions to establish a sense of equity:
Change work output.
Quit from the work.
*
Ch. 6: *
6.3.3 Goal Setting Theory
Goal setting theory is the process of setting goals with feedback for motivation and higher performance.
Goal setting model and further researches summarize it in the following ways:
Difficult goals are more likely to lead to higher performance.
Specific goals may lead to higher performance.
Feedback facilitates higher performance.
Ch. 6: *
Understanding Organizational Behaviour © Oxford University Press Malaysia, 2009
Abilities to perform and feeling of self-efficacy leads to higher performance.
Goal commitment and acceptance is required for higher performance.
6.3.3 Goal Setting Theory (cont.)
All Rights Reserved
Ch. 6: *
SMART Goals
Ch. 6: *
6.4 Limitations of Motivation Theories
Human behaviours result from multiple sources.
Managers should not assume that everything means the same to everyone.
Work is not necessarily one’s life focus.
*
Ch. 6: *
6.5 Challenges in Motivating Organizations
6.5.1 Motivating Performance Through Diversity
6.5.2 Motivating Performance Through Different Employment Patterns
*
Ch. 6: *
6.6 Job Design
Job design refers to any set of activities that alters specific jobs so as to increase the job responsibilities, job activities or to change how the job is to be executed.
*
Ch. 6: *
Understanding Organizational Behaviour © Oxford University Press Malaysia, 2009
Job enlargement: It refers to expansion of the number of different tasks performed by an employee in a single job. This process adds to the variety of jobs and makes it more interesting and challenging.
Job enrichment: It means adding few more motivators to a job to make it challenging and rewarding.
6.6 Job Design (cont.)
Ch. 6: *
6.7 The Job Characteristics Model
Skill variety: The extent to which a job incorporates a number of different activities and skills.
*
Ch. 6: *
Understanding Organizational Behaviour © Oxford University Press Malaysia, 2009
Task significance: The extent that the job affects the lives of other people.
Autonomy: The extent that the job allows an individual to experience freedom, independence in executing a job or making decisions.
Feedback: The extent that the job provides response about on-the-job performance or the effectiveness of their work.
6.7 The Job Characteristics Model (cont.)
All Rights Reserved
Ch. 6: *
6.8 Financial Rewards as Motivators
1. Membership and seniority-based rewards
2. Job status-based rewards
Ch. 6: *
Review Questions
1. Why should a manager be well versed in the various motivation theories?
2. How could a manager’s attempt to treat his or her employees equally lead to perception of inequity? Explain.
3. Someone in your discussion group has a low expectancy for successful performance, what could you do to increase this person expectancy?
*