Management and Organisational Behaviour 7 th Edition CHAPTER

Management and Organisational Behaviour 7 th Edition CHAPTER 12 Work Motivation and Rewards Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 2 The meaning of motivation • The driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation • The degree to which an individual wants and chooses to engage in certain behaviour Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 3 Common characteristics underpinning definitions of motivation • Motivation is typified as an individual phenomenon • Motivation is described, usually, as intentional • Motivation is multifaceted • The purpose of motivational theories is to predict behaviour Mitchell Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 4 Figure 12. 1 A basic motivational model Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 5 Intrinsic & extrinsic motivation Extrinsic motivation Intrinsic motivation Related to tangible rewards, e. g. salary, security, promotion, conditions of work Related to psychological rewards, e. g. a sense of challenge and achievement, receiving appreciation Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 6 Higher set of motivational needs system • Attachment / affiliation – the need for engagement & sharing, a feeling of community and a sense of belonging • Exploration / assertion – the ability to play & work, a sense of fun & enjoyment, the need for self-assertion & the ability to choose Kets de Vries Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 7 Broad classification for motivation at work • Economic rewards – such as pay, fringe benefits, pension rights, security (instrumental orientation) • Intrinsic satisfaction – derived from the nature of work itself (personal orientation) • Social relationships – such as friendships, group working, status & dependency (relational orientation) Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 8 Figure 12. 2 The needs & expectation of people at work Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 9 Culture & motivating factors • • • Identification Equity Equality Consensus Instrumentality • • Rationality Development Group dynamics Internalisation Cartwright Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 10 Figure 12. 3 A basic model of frustration Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 11 Factors influencing frustration • • The level & potency of need The degree of attachment to the desired goal The strength of motivation The perceived nature of the barrier or blocking agent • The personality characteristics of the individual Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 12 Ways managers can reduce potential frustrations • Effective recruitment, selection & socialisation • Recognition & rewards • Effective communications • Training & development • Job design & work organisation • Equitable personnel policies • Participative styles of management • Attempting to understand the individual’s perception of the situation Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 13 Money as a motivator Rational – economic concept Taylor asserted that workers wanted from employers was high wages ‘Theory M’ (Weaver) – based on direct cash rewards for above average performance In a survey of HR managers 62% of respondents had a problem retaining minimum wage workers strictly on pay. Other incentives were needed to keep workers in a job Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 14 Motivation other than money Historically loyalty was bought & employees offered gradual progression up the hierarchy, a decent salary & job security in return for a hard day’s work Increasingly motivation is based on values rather than purely a financial reward Grayson & Hodges Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 15 Figure 12. 4 Main theories of work motivation Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 16 Figure 12. 5 Maslow’s hierarchy of needs Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 17 Relating Maslow’s model to work situations There a few problems doing this – • People do not necessarily satisfy their needs, especially higher-level needs, just through work • There is doubt about the time that elapses between satisfying lower-level & emergence of higher-level needs • Some rewards or outcomes may satisfy more than one need • The motivating factors may not be the same for each person Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 18 Table 12. 1 Applying Maslow’s hierarchy Source: Steers, R. M. and Porter, L. W. , Motivation and Work Behaviour, Fifth edition, Mc. Graw-Hill (1991) p. 35. Reproduced with permission from The Mc. Graw-Hill Companies Inc. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 19 Table 12. 1 Applying Maslow’s hierarchy Source: Steers, R. M. and Porter, L. W. , Motivation and Work Behaviour, Fifth edition, Mc. Graw-Hill (1991) p. 35. Reproduced with permission from The Mc. Graw-Hill Companies Inc. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 20 Alderfer’s modified approach • Existence needs – concerned with sustaining human existence & survival and covers physiological & safety needs of a material nature • Relatedness needs – concerned with relationships to the social environment and covers love or belonging, affiliation, and meaningful interpersonal relationships • Growth needs – concerned with the development of potential and covers self-esteem & self-actualisation Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 21 Figure 12. 6 Herzberg – two factor theory Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 22 Mc. Clelland’s achievement motivation theory Based on four arousal-based & socially developed motives – • • Achievement Power Affiliative Avoidance Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 23 Stages in developing achievement drive • Striving to attain feedback on performance • Developing models of achievement by seeking to emulate people who have performed well • Attempting to modify self-image & to see themselves as needing challenges & success • Controlling day-dreaming & thinking about themselves in more positive terms Mc. Clelland Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 24 Process theories of motivation • Expectancy-based models – Vroom and Porter & Lawler • Equity theory – Adams • Goal theory – Locke • Attribution theory – Heider and Kelley Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 25 Figure 12. 8 Basic model of expectancy theory Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 26 Figure 12. 10 Lawler’s expectancy model Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 27 Implications for managers of expectancy theories Managers need to – • Use rewards appropriate in terms of individual performance • Attempt to establish clear relationships between effortperformance & rewards, as perceived by the individual • Establish clear procedures for the evaluation of individual levels of performance • Pay attention to intervening variables • Minimise undesirable outcomes that may be perceived to result from a high level of performance, e. g. industrial accidents Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 28 Behaviour as a consequence of inequity Six broad types of possible behaviour as consequences of inequity – • • • Changes to input levels Changes to outcomes Cognitive distortion of inputs & outcomes Leaving the field Acting on others Adams Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 29 Practical implications of equity theory • It provides managers with another explanation of how beliefs & attitudes affect job performance • It emphasises the need for managers to pay attention to employees’ perceptions of what is fair & equitable • Managers benefit by allowing employees to participate in decisions about important work outcomes Kreitner et al. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 30 Practical implications of equity theory • Employees should be given the opportunity to appeal against decisions that affect their welfare • Employees are more likely to accept & support organisational change when they believe it is implemented fairly Kreitner et al. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 12. 31 Figure 12. 12 Locke’s theory of goal setting Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005