Chapter 5: Motivation

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Chapter
Six
MOTIVATION IN ORGANIZATIONS
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Motivation
Equilibrium
Energizes Behavior
Drives Compulsions Deprivation/ Disequilibrium
Need
Satisfaction
Directs Behavior
Goals Organization of Effort Reaching Equilibrium
Drive
Sustains Behavior
Maintaining motivation Persistance Ability to
change course Importance of Feedback
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Motivation Its Basic Components
Arousal
Direction
Maintenance
Goal
Good impression made
Compliment work Persist
Desire to make a good impression
Work extra hard Persist
Do special favors
Persist
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Need Theories A Comparison
Growth needs
5. Self-actualization needs

• Growth needs

4. Esteem needs
Deficiency Needs
3. Social needs

• Relatedness needs

2. Safety needs

• Existence needs

1. Physiological needs
Maslows need hierarchy theory
Alderfers ERG theory
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ERG Theory(Aldefer)
Relatedness Needs
Growth Needs
Existence Needs
Satisfaction/Progression
Frustration/Regression
Satisfaction/Strengthening
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Discussion Considering these theories, how might
companies motive their employees

• What types of incentives would motivate employees
• How can employers satisfy employees needs
• Would the same type of incentives or rewards
  satisfy all employees?

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Goal SettingPeoples Behavior is Guided by
Intentions

• Goals provide direction Specific goals are
  more effective
• Goals mobilize behavior Difficult goals
  generate more effort
• Feedback about goal attainment sustains behavior.

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GOAL SETTING SOME IMPRESSIVE EFFECTS
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Goal Commitment
Publically stated goals High nAch Internal
Locus of Control
Commitment to Goals
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Goal Setting Applications

• Management by Objectives (MBO)
• Performance review procedure by which employees
  and managers jointly make goals for next review
  period. They also work out the details for
  reaching those goals. Performance is regularly
  monitored.
• Organizational Behavioral Management (OBM)
  (remember learning theory?)
• Application of goal setting (or other behavioral
  science technology) to change the behavior of
  large units within the organization
• Logging example

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Theory 1 Exchange Theory
Distributive Justice Perceptions of how fairly
rewards are distributed
If Inputs Outputs Satisfaction
O I
Effort, Motivation, Performance, Skills, Expertise
Rewards Bonus Promotions Pay Raise Recognition
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Theory 2 Equity Theory -- Compare I/O ratios to
others
Self Outcome Input
Other Outcome Input
Satisfaction

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Examples of Equity
1.
2.
Other 4 4
Self 4 4
Self 4 4
Other 8 8
3.
4.
5.
Self 4 2
Other 4 2
Other 8 4
Self 4 2
Self 2 4
Other 4 8
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Examples of Inequity
1. Underpayment Self O/I lt Other O/I
Example Self Other 4 8 4 4
2. Overpayment Self O/I lt Other O/I
Example Self Other 4 2 4 4
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POSSIBLE REACTIONS TO INEQUITYA SUMMARY
TYPE OF REACTION
Behavioral (what you can do is...)
Psychological (what you can think is...)
Type of Inequity
Overpayment Raise your inputs (e.g.,
work Convince yourself that your inequity harder)
, or lower your outcomes outcomes are
deserved (e.g. work through a paid based on
your inputs (e.g., vacation) rationalize
that you work harder than others and
so you deserve more pay)
Underpayment Lower your inputs (e.g.,
reduce Convince yourself that oth- inequity effor
t), or raise your outcomes ers inputs are really
higher e.g., get a raise in pay) than your own
(e.g., ration- alize that the
comparison worker is really more
quali- fied and so deserves higher
outcomes)
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Employee Theft A Reaction to Underpayment
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Procedural Justice

• Perceived fairness of the processes by which
  organizational decisions are made
• Voice giving employees a say in how decisions
  are made
• Error correction allow opportunity for errors to
  be corrected
• Consistently apply rules and policies
• Bias suppression

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Interactional Justice

• Quality of interpersonal treatment (by
  supervisor) when decisions are made and
  communicated
• Information justification thoroughness of
  information received about at decision
• Social sensitivity amount of dignity and respect
  demonstrated in the course of presenting an
  undesirable decision.

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Applications of Justice Theories

• Employee Selection
• Pay systems
• Two-tier wage structures
• Pay secrecy
• Participative Decision Making
• Downsizing

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Expectancy Theory
People will be motivated to engage in a behavior
(make a choice) to the degree that they believe
that the behavior will lead to a valued outcome
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Expectancy Theory An Overview
Effort
Skills and abilities
Expectancy
Performance
X
Job Performance
Instru- mentality
Motivation
Rewards
X
Valence of Rewards
Role perceptions and opportunities
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Expectancy ModelComponents
Expectancy The degree to which you expect that
hard work (effort) will lead to good performance
or high accomplishments
Instrumentality The perception that if you
perform well you will be rewarded
Valence How much do you value the rewards you
may receive
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Expectancy Theory, cont

• Force the motivation to choose a particular
  course of action.

Where E Expectancy (probability that effort
leads to performance) VValence (rating of how
satisfying various rewards will
be) IInstrumentality (relationship between
taking this option and gaining this reward)
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Example Choose between Job A vs. Job B

• 1. What are the possible outcomes I would get
  from getting a job, and how much do I value each
  of these outcome (Valence)
• Good salary 7
• Good Pension 6
• Interesting work 8
• Travel opportunities 4
• Valences are measured on a scale from 1 (not at
  all satisfiying) to 10 (extremely satisfying)

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Expectancy example, cont

• Instrumentality What is the relationship
  (subjective correlation) between choosing job A
  or job B and obtaining this outcome?

Instrumentality Instrumentality for Job
A for Job B High salary .75 .50 Good
Pension . .25 .75 Interesting
work .50 .75 Travel .75 .25
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Expectancy example, cont

• Expectancy What is the probability that if I
  work hard, I will be successful
• In Job A .40
• In Job B .70

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Force Which job should I choose
Job A Valence Instrum. VI High
salary 7 .75 5.25 Good Pension 6 .25 1.50 In
teresting work 8 .50 4.00 Travel 4 .75 3.00
Sum 13.75 Expectancy .40 Force.40(13.
75) 5.5
Job B. Valence Instrum. VI High
salary 7 .50 3.50 Good Pension 6 .75 4.50 In
teresting work 8 .75 6.00 Travel 4 .25 1.00
Sum 15.00 Expectancy .70 Force.70(15.
00) 10.5
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Application of Expectancy Theory

• Clarify expectancies between effort and
  performance and follow through with rewards.
• Pay for performance
• Stock option plans and other incentive programs
• Provide valued rewards
• Cafeteria-style benefits

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Motivating Jobs Through Job Redesign

• Scientifically managed jobs boring, repetitive,
  few skills utilized
• Job Enlargement add more tasks of similar skill
  level to the job
• Job Enrichment add more responsibility and
  autonomy to the job

Horizontal Loading
Vertical Loading
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Job Enlargement and Job Enrichment A Comparison
(high)
Enlarged Job
Job enlargement adds more tasks at the same
level of responsibility.
Level of Responsibility (vertical job loading)
Task 4
Task 2
Task 3
Task 1
(high)
Standard Job
(low)
(high)
(low)
Number of Tasks (horizontal job loading)
Level of Responsibility (vertical job loading)
(high)
Task 1
Task 2
Enhanced Job
Job enrichment adds more responsibility to the
same number of tasks.
Task 1
Task 2
(low)
Level of Responsibility (vertical job loading)
Number of Tasks (horizontal job loading)
(high)
(low)
(low)
Number of Tasks (horizontal job loading)
(high)
(low)
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Job Characteristics model
Job Outcomes
Job Characteristics
Critical Psyc. States
Internal work motivation Job satisfaction Growth
Satisfaction Low absenteeism High quality
performance

Experienced Meaningfulness of Work Responsibility
for work outcomes Knowledge of Results
Skill Variety Task Identity Task
Significance Autonomy Feedback
Growth Need Strength
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Enriching Jobs Some Suggestions Fromthe Job
Characteristics Model
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