Transcript Document 7434614

Section 5
Motivation
Why are people motivated to do those
things? VIDEO
Leaders are Readers
 Peter Drucker
 The Effective Executive (1967)

 “Morale in an organization does not mean that “people get
along together”; the test is performance, not conformance.”
Elements of
Work Motivation
Direction of Behavior
Which behaviors does a
person choose to perform
In an organization?
Level of Effort
How hard does a person
work to perform a
chosen behavior?
Level of Persistence
When faced with obstacles
how hard does a person keep
trying to perform a
chosen behavior successfully?
Motivation
 Directly or Indirectly Dominates Organizational Behavior
 Personality, PsyCap, etc….motivational propensities
 Psychological contracts
 Goal Setting Theory
 O.B. Modification
 Compensation
 Social Identity Theory
 WHY do people do what they do?
 What drives motivation to engage, motivation to withdraw,
motivation to perform, motivation to quit?
Catch 22
 Motivation is rarely the core issue
 Abilities
 Job Design
 Tools at Work
 Leadership
 All problems are not solved by having motivated employees
The Process of Motivation
Individual Approaches
Primary Motives
Human motives are variously called physiological, biological,
unlearned, or primary.
Two criteria must be met in order for a motive to be
included in the primary classification: It must be unlearned, and it
must be physiologically based.
Even though the brain pathways will be developed in
different ways and people develop different appetites for the
various physiological motives, they will all have essentially the
same primary needs.
What are some examples of Primary Motives?
General and Secondary Motives
 General Motives
 The Curiosity, Manipulation, and Activity Motives
 The Affection Motive
 Secondary Motives
 The Power Motive
 The Achievement Motive
 The Affiliation Motive
 The Security Motive
 The Status Motive
 Intrinsic versus Extrinsic Motives
 Intrinsic- Behavior for it’s own sake
 Extrinsic- Based on acquisition of material or social rewards or
McClelland’s Need Theory:
Need for Achievement
Need for Achievement - a
manifest (easily perceived) need that
concerns individuals’ issues of
excellence, competition, challenging
goals, persistence, and overcoming
difficulties
McClelland’s Need Theory:
Need for Power
Need for Power - a manifest (easily
perceived) need that concerns an
individual’s need to make an impact
on others, influence others, change
people or events, and make a
difference in life
Different than the importance of
control in the workplace (e.g., Univ
of Texas Study on dying prematurely)
McClelland’s Need Theory:
Need for Affiliation
Need for Affiliation - a manifest (easily perceived) need
that concerns an individual’s need to establish and maintain
warm, close, intimate relationships with other people
From Individual to Work Motivation
Approaches
(e.g., from psychology to Org Behavior)
Work-Motivation Approaches
Content Theories of Motivation
The Content Theories
of Work Motivation
 Maslow’s Hierarchy of Needs-Why are we talking about this
anymore?
 Alderfer- Existence, Relatedness, Growth
 Herzberg’s Two-Factor Theory of Motivation
 Hygiene Factor - work condition related to dissatisfaction caused by
discomfort or pain
 maintenance factor
 contributes to employee’s feeling not dissatisfied
 contributes to absence of complaints
 Motivation Factor - work condition related to the satisfaction of the
need for psychological growth
 job enrichment
 leads to superior performance & effort
Motivation–Hygiene
Theory of Motivation
• Company policy &
administration
• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Status
• Security
Hygiene factors avoid
job dissatisfaction
Motivation factors
increase job satisfaction
•
•
•
•
•
•
Achievement
Achievement recognition
Work itself
Responsibility
Advancement
Growth
• Salary?
Motivation-Hygiene Combinations
High M
Low M
high motivation
low motivation
High H
few complaints
few complaints
high motivation
low motivation
Low H
many complaints many complaints
(Motivation = M, Hygiene = H)
The Content Theories of Work Motivation
(Continued)
Process Theories of Motivation
Vroom’s Expectancy Theory of
Motivation: Key Constructs
Valence - value or importance placed on a particular reward
Instrumentality - belief that performance is related to
rewards
Expectancy - belief that effort leads to performance
Expectancy Model of Motivation
Effort
Effort
(Expectancy)
Performance
(Instrumentality)
Reward
(Valence)
Perceived effort–
performance
probability
Perceived
performance–
reward probability
Perceived
value of reward
“If I work hard,
will I get the job
done?”
“What rewards
will I get when
the job is well
done?”
“What rewards
do I value?”
Assumptions Underlying
Expectancy Theory: 3 Causes of
Motivational Problems
 Belief that effort will not result in performance
 Belief that performance will not result in rewards
 The value a person places on, or the preference a person has
for, certain rewards
Putting Expectancy Theory
Together
The Process Theories
of Work Motivation
(Continued)
Adams’s Theory of Inequity
Inequity - the situation in which a person perceives he
or she is receiving less than he or she is giving, or is
giving less than he or she is receiving
Motivational Theory
of Social Exchange
Person
Equity
Comparison
other
Outcomes =
Outcomes
Inputs
Inputs
Negative
Inequity
Outcomes <
Inputs
Outcomes
Inputs
Positive
Inequity
Outcomes >
Inputs
Outcomes
Inputs
Strategies for
Resolution of Inequity
 Alter the person’s outcomes
 Alter the person’s inputs
 Alter the comparison other’s outputs
 Alter the comparison other’s inputs
 Change who is used as a comparison other
 Rationalize the inequity
 Leave the organizational situation
New Perspectives
on Equity Theory
Equity Sensitive
I prefer an equity ratio
equal to that of my
comparison other
New Perspectives
on Equity Theory
Benevolent
I am comfortable with
an equity ratio less
than that of my
comparison other
New Perspectives
on Equity Theory
Entitled
I am comfortable with
an equity ratio greater
than that of my
comparison other
Equity Theory and Justice
 Equity Theory Involves a Perception of Distributive Justice
 Distributive Justice
 Perceived fairness in the distribution of outcomes.
 Procedural Justice
 Perceived fairness of the procedures used to make decisions
about the distribution of outcomes (NOT distribution of
outcomes)
 Greenberg 2008 SIOP Conference
 Procedural justice can substitute for distributive justice
 One type of justice is not necessarily more important than the
other…but one must be present.
Perception and Attribution
Fundamental attribution error and self serving bias (more when we
talk about optimism)
Questions