MOTIVATION MOTIVATION DEFINED Willingness to exert high levels

MOTIVATION

MOTIVATION DEFINED ä Willingness to exert high levels of effort to reach organizational goals.

BASIC ASSUMPTIONS ä Everyone is motivated ä Key? ä Two types of motivation ä Intrinsic ä Extrinsic

TYPES OF MOTIVATION ä Extrinsic Motivation: ä "What gets rewarded gets done" ä Based on extrinsic/tangible rewards ä Intrinsic Motivation: ä "What is rewarding gets done" ä Based on intrinsic/intangible rewards

Motivation Theories ä Equity ä Reinforcement ä Expectancy Theory

TODAY’S TOPIC ä Motivation

EQUITY THEORY ä ä People compare their outcome/input ratio to that of others Conclusions ä ä Ratios are equal (equity exists) Ratios are unequal (inequity exists)

RESPONSES TO EQUITY/INEQUITY ä Equity: Maintenance ä Inequity: ä Change Inputs ä Change Outcomes ä Quit

Forms of Justice

REINFORCEMENT THEORY ä ä ä Behavior is a function of consequences Behavior that is rewarded persists To increase behavior ä ä Positive reinforcement negative reinforcement

REINFORCEMENT THEORY ä To reduce behavior ä ä Extinction Punishment Immediacy is crucial Implications?

REWARDING B ä WE HOPE FOR: ä ä Long-term growth Setting challenging goals Total Quality Candor ä BUT WE REWARD: ä ä Teamwork ä ä

EXPECTANCY THEORY People are motivated to do that which they believe is possible and valuable ä Expectancy: Belief that you can perform ä Instrumentality: Belief that performance will lead to an outcome ä Valence: Value of the outcome

EXPECTANCY THEORY ä According to expectancy theory, what must managers do to motivate their employees? ä ä ä

Effective Rewards & Incentive Systems: ä ä ä

HERZBERG ä ä ä Movement vs. Motivation KITA What’s wrong with KITA? With movement?

TYPES OF MOTIVATION ä Extrinsic Motivation: ä "What gets rewarded gets done" ä Based on extrinsic/tangible rewards ä Intrinsic Motivation: ä "What is rewarding gets done" ä Based on intrinsic/intangible rewards

Job design ä Job enrichment (Herzberg) ä Hygienes (salary, relationships, setting. . . ) ä Motivators (responsibility, achievement, recognition…) Dissatisfied Neutral Motivated

Job Characteristics Model Core Job Dimensions Skill Variety Task Identity Task Significance Critical Psychological States Experienced Meaningfulness of Work Autonomy Experienced Responsibility for Outcomes of Work Feedback Knowledge of Actual Results of Work Activities Personal & Work Outcomes High Internal Work Motivation High-quality Work Performance High Satisfaction with Work Low Absenteeism & Turnover

IMPLEMENTING CONCEPTS CORE JOB DIMENSIONS Combining Tasks Skill Variety Forming Natural Work Units Task Identity CRITICAL PSYCHOLOGICAL STATES Experienced Meaningfulness PERSONAL WORK OUTCOMES High Internal Work Motivation Task Significance Establishing Client Relationships Autonomy Experienced Responsibility for Outcomes of Work High Satisfaction with the Work Vertical Loading Opening Feedback Channels High Quality Work Performance Feedback Knowledge of the Actual Results of Work activities - STRENGTH OF EMPLOYEE’S GROWTH NEEDS - KNOWLEDGE & SKILLS - CONTEXT SATISFACTION Low Absenteeism and turnover

Intrinsic Motivation: From Theory to Application ä Provide Intrinsic Rewards ä ä ä Survey of 1, 500 employees found that recognition is the most powerful workplace motivator Build intrinsic motivators into employee’s jobs Employee Participation and Empowerment