Organizational Behavior core concepts Motivation in Theory: What Makes Employees Try Harder 4-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved Learning Objectives • Describe how individuals may be motivated by their needs • Discuss how individuals may be motivated by their perceptions of equity and justice • Summarize how people’s motivation can be influenced by their attitudes toward outcomes and their belief they can influence outcomes 4-3 Learning Objectives • Explain how goal setting motivates individuals • Review ways to design jobs so as to influence employee motivation 4-4 Motivation in Theory • Motivation – psychological processes that arouse and direct goal-directed behavior 4-5 Motivation in Theory • Content theories – identify internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation • Process theories – explain the process by which internal factors and cognitions influence a person’s motivation 4-6 Content Theories of Motivation • Needs – Physiological or psychological deficiencies that arouse behavior 4-7 Maslow’s Need Hierarchy Theory • Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization • Arranged in a preponent hierarchy 4-8 Maslow’s Need Hierarchy Figure 4-1 4-9 Maslow’s Need Hierarchy Theory • Once a need is satisfied it activates the next higher need in the hierarchy • Managerial implication – a satisfied need may lose its motivational potential 4-10 Expectancy Theory of Motivation • Expectancy theory – Holds that people are motivated to behave in ways that produce valued outcomes 4-28 Vroom’s Expectancy Theory • Motivation boils down to the decision of how much effort to exert in a specific task situation • Expectancy – Belief that effort leads to a specific level of performance 4-29 Question? In Vroom’s expectancy theory what is the value of a reward? A Instrumentality B Valence C Outcome D Input 4-30 Vroom’s Expectancy Theory • Instrumentality – A performance → outcome perception • Valence – The value of a reward or outcome • Outcomes – refer to different consequences that are contingent on performance 4-31 Motivation Through Goal Setting • Goal – what an individual is trying to accomplish 4-32 How Goal Setting Works • • • • 4-33 Goals direct attention Goals regulate effort Goals increase persistence Goals foster the development and application of task strategies and action plans Applications of Goal-Setting Research Difficult goals lead to higher performance Specific, difficult goals lead to higher performance for simple rather complex tasks • Goal specificity – quantifiability of a goal Feedback enhances the effect of specific, difficult goals 4-34 Insights from Goal-Setting Research Participative goals, assigned goals, and self-set goals are equally effective Goal commitment and monetary incentives affect goal-setting outcomes • Goal commitment – extent to which an individual is personally committed to achieving a goal 4-35 Motivating Employees Through Job Design • Job Design – changing the content and/or process of a specific job to increase job satisfaction and performance 4-36 Mechanistic Approach Scientific Management Use time and motion studies to develop standard methods for performing jobs Carefully select employees with the appropriate abilities Train workers to use the standard methods and procedures Support workers and reduce interruptions Provide incentives to reinforce performance 4-37 Motivational Approaches • Job enlargement – putting more variety into a job – Horizontal loading • Job rotation – moving employees from one specialized job to another – Increased worker flexibility and easier scheduling 4-38 Motivational Approaches: Job Enrichment • Job enrichment – building achievement, recognition, stimulating work, responsibility, and advancement into a job 4-39 The Job Characteristics Model Figure 4-3 4-40 The Job Characteristics Model • Intrinsic motivation – motivation caused by positive internal feelings 4-41 Biological and Perceptual- Motor Approaches • Based on research from biomechanics, work physiology, and ergonomics • Focuses on designing the work environment to reduce employees’ physical strain, fatigue , and health complaints 4-42 ...4 Organizational Behavior core concepts Motivation in Theory: What Makes Employees Try Harder 4-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill... individuals may be motivated by their needs • Discuss how individuals may be motivated by their perceptions of equity and justice • Summarize how people’s motivation can be influenced by their attitudes... court settlements • Employees’ perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers • Managers should pay attention to the organization’s climate