Download - Unit 8 Work Motivation
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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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Values and Attitudes
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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Values and Attitudes
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 and Attitudes
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