Motivation and Job Satisfaction

1
Motivation and Job Satisfaction

• Why is this important?
• Are you tired of unmotivated, uninterested, and
  inept workers?
• One-third to one-half your life is spent at work!!

2
Theories of Motivation

• Content Theories Focus on the importance of the
  work (e.g., challenges and responsibilities)
• Specific needs that motivate human behavior
• Process Theories Deal with the cognitive
  processes used in making decisions about our work

3
Content Theories

• Achievement Motivation Theory David McClelland.
  Emphasizes need to accomplish something. Linked
  to successful managers
• Favor environment where they can assume
  responsibility
• Take calculated risks and set attainable goals
• Need continuing recognition and feedback
• Managers high in achievement motivation show more
  respect for subordinates and use more
  participatory systems

4
Need Hierarchy Theory

• Abraham Maslow proposed that we have a hierarchy
  of needs. Once one is fulfilled we can move on
  to the next
• Physiological
• Safety
• Belonging and Love
• Esteem
• Self-Actualization

5
ERG Theory

• Alderfer
• Similar to Maslow. We have needs, but in this
  case they are not hierarchically arranged
• Satisfying a need may increase its strength
• Existence Needs
• Relatedness Needs
• Growth Needs

6
Motivator-Hygiene (Two Factor) Theory

• Motivator Needs internal to work itself. If
  conditions are met, job satisfaction occurs
• Job enrichment expand a job to give employee a
  greater role in planning, performing, and
  evaluating their work
• Hygiene Needs Features of work environment. If
  not met, job dissatisfaction occurs

7
Job Characteristics Theory

• If employees have a high need for growth,
  specific job characteristics lead to
  psychological conditions that lead to increased
  motivation, performance, and satisfaction.
• Skill variety
• Unity of a job
• Task significance
• Autonomy
• Feedback

8
Process Theories

• Valence-Instrumentality-Expectancy (VIE) Theory
  people will work hard if they expect their effort
  to lead to reward
• Importance of outcome determines its strength as
  a motivator supported by research

9
Equity Theory

• Motivation is influenced by how fairly we feel we
  are treated at work
• Benevolent Workers martyrs. Feel guilt when
  rewarded
• Equity Workers Sensitive to fairness. Normal
• Entitled Workers

10
Goal-Setting Theory

• Idea that our primary motivation on the job is
  defined in terms of our desire to achieve a
  particular goal
• Research shows that having goals leads to better
  performance than not having goals
• Specific goals are more motivating than general
• Moderately difficult goals are most motivating

11
High Performance Cycle

• Expands on Goal Setting Theory
• Specific, attainable goals influenced by
• Moderators (commitment to goal, self-efficacy,
  task difficulty, feedback) and
• Mediating Mechanisms (universal task strategies
  such as direction of attention, effort and
  persistence)

12
Job Satisfaction

• Overall measures of satisfaction may be too
  broad current measures address different facets
  of job satisfaction
• Overall job satisfaction rate has remained the
  same for over 50 years
• Rates are much lower for government workers
• When people say they are satisfied, they often
  mean they are not dissatisfied!!

13
Personal Characteristics and Job Satisfaction

• Age in general, increases with age
• Malcontents have stopped working
• Older workers have greater chance of fulfillment
• Gender inconclusive results
• Race whites are happier
• Cognitive Ability slight negative relationship
  between level of education and satisfaction

14
Personal Characteristics, Cont.

• Use of Skills
• Job Congruence
• Personality less alienation and internal locus
  of control lead to higher satisfaction
• Occupational Level the higher the status level
  the greater the satisfaction

15
Low Satisfaction and Job Behavior

• Absenteeism any given day 16-20 of workers miss
  work. Costs businesses 30 billion dollars a
  year
• Younger have higher absence rates
• Rates are influenced by economic conditions
• Turnover Not always a bad thing!
• Functional Turnover when bad workers leave
• Dysfunctional Turnover