Chapter 8 Motivation at Work Definition of Motivation

Chapter 8 Motivation at Work

Definition of Motivation – the process of arousing and sustaining goal-directed behavior

3 Groups of Motivational Theories Internal v Suggest that variables within the individual give rise to motivation and behavior v Example: Maslow’s hierarchy of needs theory v Process v Emphasize the nature of the interaction between the individual and the environment v Example: Expectancy theory v External v Focus on environmental elements to explain behavior v Example: Two-factor theory v

Early Philosophers of Motivational Theories Max Weber work contributes to salvation Protestant work ethic Sigmund Freud delve into the unconscious mind to better understand a person’s motives and needs

Early Philosophers of Motivational Theories Adam Smith “enlightened” self-interest; that which is in the best interest and benefit to the individual and to other people Frederick Taylor founder of scientific management; emphasized cooperation between management and labor to enlarge company profits

Lo we st to h igh es to rd er Maslow’s Hierarchy of Needs SA Esteem Love (Social) Safety and Security Physiological

Motivational Theories X and Y Theory X A set of assumptions of how to manage individuals who are motivated by lower order needs Theory Y A set of assumptions of how to manage individuals who are motivated by higher order needs

Theories Applied to Needs Hierarchy SA Esteem Love (Social) Safety and Security Physiological Theory Y – a set of assumptions of how to manage individuals motivated by higher order needs Theory X – a set of assumptions of how to manage individuals motivated by lower order needs

Mc. Gregor’s Assumptions About People Based on Theory X v Naturally indolent v Lack ambition, dislike responsibility, and prefer to be led v Inherently self-centered and indifferent to organizational needs v Naturally resistant to change v Gullible, not bright, ready Adapted from Table 5. 1 which is from “The Human Side of Enterprise” by Douglas M. Mc. Gregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http: //www. amanet. org.

Mc. Gregor’s Assumptions About People Based on Theory Y Passive and resistant behaviors not inherent; result of organizational experience v People possess v Motivation v Development potential v Capacity for assuming responsibility v Readiness to direct behavior toward organizational goals v Adapted from Table 5. 1 which is from “The Human Side of Enterprise” by Douglas M. Mc. Gregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http: //www. amanet. org.

Mc. Gregor’s Assumptions About People Based on Theory Y Management’s task —arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals Individual Goals Organization Goals Adapted from Table 5. 1 which is from “The Human Side of Enterprise” by Douglas M. Mc. Gregor, reprinted from Management Review, November 1957. Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. http: //www. amanet. org.

Alderfer’s ERG Theory SA Esteem Love (Social) Safety and Security Physiological Growth Relatedness Existence

Mc. Clelland’s Need Theory: Need for Achievement – a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

Mc. Clelland’s Need Theory: 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

Mc. Clelland’s Need Theory: 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

3 Motivational Need Theories Maslow Mc. Gregor Self-actualization Theory Y Alderfer Growth Esteem Higher self Order interpersonal Needs Belongingness (social and love) Safety and Security Theory X Lower interpersonal Order physical Needs Physiological Mc. Clelland Need for Achievement Need for Power Relatedness Existence Need for Affiliation

Herzberg’s Two-Factor Theory Hygiene Factor – work condition related to dissatisfaction caused by discomfort or pain v maintenance factor v contributes to employee’s feeling not dissatisfied v contributes to absence of complaints

Herzberg’s Two-Factor Theory Motivation Factor – work condition related to the satisfaction of the need for psychological growth v job enrichment v leads to superior performance & effort

Motivation–Hygiene Theory of Motivation • Company policy and administration • Supervision • Interpersonal relations • Working conditions • Salary • Status • Security Hygiene factors avoid job dissatisfaction Motivation factors increase job satisfaction • • • Achievement recognition Work itself Responsibility Advancement Growth • Salary? SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission.

Motivation–Hygiene Combinations (Motivation = M, Hygiene = H)

Questions on Herzberg’s Theory v Is salary a hygiene or a motivational factor? v What role do individual differences (age, sex, social status, education) play? v What role do intrinsic job factors (work flow process) play?

New Ideas in Human Motivation: Eustress, Strength, Hope v Eustress – healthy, normal stress Opportunities Obstacles Challenges Barriers Energy Frustration

New Ideas in Human Motivation: Positive Energy and Full Engagement Build Positive Energy Expend Energy Management of Energy Renewal and Recovery

Social Exchange & Equity Theory v Equity theory focuses on individual–environment interaction v Concerned with social processes v Etzioni—calculated working relationships v Both parties have demands v Both parties make contributions

Individual–Organizational Exchange Relationship Contributions Demands Organization Individual v. Organizational goals v. Physiological needs v. Departmental objectives v. Security needs v. Job tasks v. Physical needs v. Company status v. Benefits v. Income v. Developmental potential v. Employee knowledge v. Employee skills and abilities SOURCE: J. P. Campbell, M. D. Dunnette, E. E. Lawler, III. And K. E. Weick, Jr. Managerial Behavior. Performance and Effectiveness (New York: Mc. Graw-Hill, Inc. , 1970. Reproduced with permission from Mc. Graw-Hill, Inc.

Adam’s Theory of 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

Equity and Inequity at Work Person Comparison other Equity Inputs Outcomes = Outcomes Inputs Negative Equity Outcomes < Outcomes Inputs Positive Equity Outcomes > Outcomes Inputs

Strategies for Resolution of Inequity v v v v 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 I prefer an equity ratio equal to that of my comparison other Equity Sensitive

New Perspectives on Equity Theory I am comfortable with an equity ratio less than that of my comparison other Benevolent

New Perspectives on Equity Theory Entitled I am comfortable with an equity ratio greater than that of my comparison other

Expectancy Theory of Motivation: Key Constructs Valence – value or importance placed on a particular reward Expectancy – belief that effort leads to performance Instrumentality – belief that performance is related to rewards

Expectancy Model of Motivation Effort Performance Perceived effort – performance probability Perceived performance – reward probability “What are my chances of getting the job done if I put forth the necessary effort? ” “What are my chances of getting the rewards I value if I satisfactorily complete the job? ” Reward Perceived value of reward “What rewards do I value? ”

3 Causes of Motivational Problems v Belief that effort will not result in performance v Belief that performance will not result in rewards v The value a person places on, or the preference a person has for, certain rewards

Moral Maturity – the measure of a person’s cognitive moral development Morally mature people behave and act based on universal ethical principles. Morally immature people behave and act based on egocentric motivations.

Cultural Differences v Motivational theories are culturally bound v Research results differ among U. S. Results cultures = Other Cultural Results

Ways to Motivate People v Training v Coaching v Task assignments v Rewards contingent on good performance v Valued rewards available