Section Five

Motivation in Organizations

What would motivate each of us at work?

Take survey!

Motivation

Motivation is the processes that account for an individual's intensity, direction and persistence of effort toward attaining a goal
It is not a personality trait
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Motivation

Intensity: how hard a person tries Direction: the quality channelled effort so as to benefit the organization Persistence: how long a person can maintain his or her effort

Model of Motivation

NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).

BEHAVIORResults in actions to fulfill needs.

REWARDS-Satisfy needs; intrinsic or extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

Foundations of Motivation
Contemporary
content theories stress the analysis of underlying human needs (A. Maslow) process theories concern the thought processes that influence behavior reinforcement theories focus on employee learning of desired work behaviors..Last slide Model introduce the concept of the whole person employees are complex and motivated by many factors.. Employee is competent noneconomic rewards, such as congenial work groups workers studied as people and the concept of social man was born systematic analysis of an employees job economic rewards for high performance
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Human Resources
McGregor

Human Relations
Hawthorne

Traditional
Taylor

Hierarchy of Needs Theory

Self-Actualization Needs represent the need for self-fulfillment Esteem Needs desire for a positive self-image and to receive attention Belongingness Needs desire to be accepted by ones peers Safety Needs safe and secure physical and emotional environment Physiological Needs most basic human physical needs
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Abraham Maslow is known for the theory that human beings are motivated by a hierarchy unsatisfied needs.

Douglas McGregor Theory X & Y

Theory X

Theory Y

People are lazy People lack ambition Dislike responsibility People are selfcentered People dont like change

People are energetic People want to make contributions People do have ambition People will seek responsibility
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Two Factor Theory (motivation- hygiene)

Area of Satisfaction

Motivators
Achievement Recognition Responsibility Work itself Personal growth

Motivators influence level of satisfaction.

Area of Dissatisfaction

Hygiene Factors
Working conditions Pay and security Company policies Supervisors Interpersonal relationships

Hygiene factors influence level of dissatisfaction.

ERG Theory

The theory collapses Maslows five need categories into three:

Existence needsdesire for physiological and material wellbeing Relatedness needsdesire for satisfying interpersonal relationships Growth needsdesire for continued personal growth and development

More than one need may be activated at the same time ERG theory emphasizes a unique frustrationregression component:

An already satisfied lower level need can become activated (surface as key motivator) when a higher level need cannot be satisfied.
Video: ERG or Maslows?
Japanese need: Social>physical

slow reworked , Differnces:

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McClellands Theory of Needs

Which target would you try for?

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McClellands theory of needs

Underlying need that he believes is important for understanding individual behavior:

Need for achievement (nAch) The desire to do something better or more efficiently, to solve problems, or to master complex tasks. Need for affiliation (nAff) The desire to establish and maintain friendly and warm relations with others. Need for power (nPow) The desire to control others, to influence their behavior, or to be responsible for others

escalating managerial levels)

Needs are acquired over time, as a result of life experiences (when

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McClellands theory of needs

Characteristics of Achievement motivated individuals:

The capacity to set moderate goals The concern for personal achievement rather than the rewards of success The desire for job-relevant feedback (how well am I doing?) rather than for attitudinal feedback (how well do you like me?)

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Matching Achievers and Jobs

A high need to achieve does not necessarily lead to being a good manager
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The best managers are high in their need for power and low in their need for affiliation.
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6. Goal-Setting Theory

Proposed in 1960s by Edwin Locke Specific and difficult goals lead to higher performance.

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Goal-Setting Theory

Specific and hard goals Higher performance Work towards a goal is a major source of work motivation Difficult goals, when accepted, result in higher performance Factors like ability to achieve goals should be considered Feedback leads to higher performance than does non-feedback Self-generated feedback has been shown to be a more powerful motivator than externally generated feedback Participatively set goals In some cases lead to superior performance In other cases, individuals performed best when assigned goals by their boss
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Factors influencing Goals/Performance Relationship

Goal commitment

Goals are made public Individual has an internal locus of control Goals are self-set rather than assigned.

Adequate self-efficacy

Self-efficacy: belief that one is capable of performing a job Low self-efficacy lessen their effort or give up altogether High self-efficacy will try harder to master the challenge

National culture
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Equity Theory

Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities

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Equity Theory
Referent Comparisons

Evidence indicates that the referent chosen is an important variable in equity theory There are four referent comparisons that an employee can use:

Self-inside: An employees experiences in a different position inside his or her current organization Self-outside: An employees experiences in a situation or position outside his or her current organization Other-inside: Another individual or group of individuals inside the employees organization Other-outside: Another individual or group of individuals outside the employees organization

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Equity Theory

1. 2. 3. 4.

People will act to eliminate any felt inequity in the rewards received for their work in comparison with others through: Change work inputs (e.g., reduce performance efforts) Change the outcomes (reduce quality/increase number) Leave the situation (e.g., quit) Change the comparison points

(Compare self to a different co-worker)

5.

Psychologically distort the comparisons

Rationalize that the inequity is only temporary and will be resolved in the future)

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Motivation From Concepts to Applications

1. Management By Objectives (MBO) 2. Employee recognition programs 3. Employee involvement programs 4. Variable pay programs
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Model of the MBO Process (Set your Goal!)

Converts objectives into specific objectives for organizational units and individual members overall organizational . Step 1: Setting Goals Step 2: Developing Action Plans
zCorporate Strategic Goals zDepartmental goals zIndividual goals

Action Plans

Review Progress Step 3: Reviewing Progress Corrective Action Appraisal Of Overall Performance Step 4: Appraising Overall Performance
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Management By Objectives

Specificity: concise statements of expected accomplishments that can be measured and evaluated Participative decision making: not unilaterally set by the boss. The manager and employee jointly choose goals and agree on how they will be measured Explicit time period: objectives have a specific time period Feedback: continuous feedback on progress toward goals so individuals can monitor and correct their actions

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Employee Recognition Programs

Are specific programs aimed at recognizing both individual and group accomplishment The use of the suggestions system is one of the most wellknown and widely used recognition devices Other devices:

Personal attention Approval and appreciation for a job well done

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Employee Involvement Programs

A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organizations success.

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Employee Involvement Programs

Participative management

A process in which subordinates share a significant degree of decision making power with their immediate superiors (Not sure that increases employees
performance)

Representative participation

Workers participate through a small group of representative employees in organizational decision making (Quality circles)

Employee stock ownership plans (increase satisfaction,

but performance?)-Market conditions influence 27

Variable-pay programs

A portion of an employees pay is based on some individual/organizational measure of performance. For example:

Bonuses Piece-rate pay plans Profit-sharing plans

Increase in both motivation & productivity

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Special Issues in Motivation

Motivating professionals

They have strong and long-term commitment to their field of expertise Their loyalty is more often to their profession than to their employer They need to regularly update their knowledge Mostly are motivated by job challenges rather than money or promotions

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Special Issues in Motivation

Motivating temporary workers

They basically miss the job-security element, consequently their commitment to the organization is weak (stability is may not be an issue for some people) The main motivator for such employees is to train them on order to acquire a salable skill
Mixing both temporary and permanent has it negative effect on temp. workers

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Special Issues in Motivation

Motivating people doing highly repetitive tasks

An optimized selection process will make motivation much easier (some people prefer those types of jobs)consider automating

By creating a pleasant work environment, you can make the situation more tolerable

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