Motivation I: Needs, Job Design, and Satisfaction Chapter Six McGraw-Hill/Irwin © 2012 The McGraw-Hill Companies, Inc All rights reserved Copyright © 2012 by The McGraw-Hill Companies, Inc All rights reserved After reading the material in this chapter, you should be able to: LO6.1 Discuss the integrated model of motivation LO6.2 Contrast Maslow’s and McClelland’s need theories LO6.3 Describe three conceptually different approaches to job design 6-2 After reading the material in this chapter, you should be able to: LO6.4 Review the personal and contextual factors that contribute to employee engagement and its consequences LO6.5 Discuss the causes and consequences of job satisfaction LO6.6 Identify the causes of counterproductive work behavior and measures to prevent it 6-3 Fundamentals of Employee Motivation Motivation psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directed 6-4 An Integrated Model of Motivation 6-5 Question? What type of employee does American Express recruit? A.High technical skills B.Neutral attitude C.Positive attitude D.Trainable 6-6 Need Theories of Motivation Needs Physiological or psychological deficiencies that arouse behavior 6-7 Maslow’s Need Hierarchy Theory Motivation is a function of five basic needs – physiological, safety, love, esteem, and selfactualization Human needs emerge in a predictable stair-step fashion 6-8 McClelland’s Need Theory Need for achievement Desire to accomplish something difficult Need for affiliation spend more time maintaining social relationships, joining groups, and wanting to be loved Need for power Desire to Influence, coach, teach, or encourage others to achieve 6-9 McClelland’s Need Theory Achievement-motivated people share three common characteristics: Preference for working on tasks of moderate difficulty Preference for situations in which performance is due to their efforts Desire more feedback on their successes and failures 6-10 What Contributes to Employee Engagement? PE Fit the compatibility between an individual and a work environment that occurs when their characteristics are well matched 6-26 What Contributes to Employee Engagement? Sense of meaningfulness task purpose is important and meaningful Sense of choice ability to use judgment and freedom when completing tasks 6-27 What Contributes to Employee Engagement? Sense of competence feelings of accomplishment associated with doing high-quality work Sense of progress feeling that one is accomplishing something important 6-28 Question? Donna has positive feelings for doing her job well We would say she: A.Is satisfied with her job B.Balances her work and family C.Is intrinsically motivated D.Has a proactive personality 6-29 Practical Takeaways Budget resources to measure, track, and respond to surveys of employee engagement Consider assessing the individual traits associated with employee engagement during the hiring process 6-30 Practical Takeaways Top-down approaches to job design can be used to redesign jobs so that they contain the four psychological states highlighted by Ken Thomas Increase engagement levels by relying on job crafting to create the psychological states recommended by Thomas 6-31 Causes of Job Satisfaction Job satisfaction an affective or emotional response toward various facet’s of one’s job 6-32 Causes of Job Satisfaction Need fulfillment extent to which the characteristics of a job allow an individual to fulfill his or her needs Discrepancies satisfaction is a result of met expectations Value attainment Extent to which a job allows fulfillment of one’s work values 6-33 Causes of Job Satisfaction Equity: satisfaction is a function of how “fairly” an individual is treated at work Dispositional/Genetic Components satisfaction is partly a function of both personal traits and genetic factors 6-34 Correlates of Job Satisfaction Table 6-2 6-35 Correlates of Job Satisfaction Organizational commitment reflects the extent to which an individual identifies with an organization and is committed to its goals Organizational citizenship behavior employee behaviors that exceed workrole requirements 6-36 Question? Denise works at Harvest Hope Food Bank and is committed to doing all she can to help the organization fulfill its mission She is high in A.Withdrawal cognition B.Organizational commitment C.Organizational citizenship behavior D.Job equity 6-37 Correlates of Job Satisfaction Withdrawal cognitions Represent an individual’s overall thoughts and feelings about quitting 6-38 Counterproductive Work Behavior Counterproductive work behavior represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders theft, gossiping, back-stabbing, drug and alcohol abuse, destroying organizational property, violence, tardiness, sabotage, and sexual harassment 6-39 Video Case: Motivation Convention Are people fundamentally different today than in the past? Why workers need to be “buttered up” more today? What are some different types of incentives employees are given today to “motivate” them? What have you received in terms of different incentives from your employers? Why is motivating employees so important - you think it makes that big of a difference? 6-40 ... Approaches Job enlargement putting more variety into a job Horizontal loading Job rotation moving employees from one specialized job to another stimulate interest and motivation while providing... fashion 6-8 McClelland’s Need Theory Need for achievement Desire to accomplish something difficult Need for affiliation spend more time maintaining social relationships, joining groups, and. .. desire to accomplish something difficult? This relates to McClelland's need for Affiliation Achievement Power Glory 6-11 Motivating Employees Through Job Design Job Design any set of activities