Individual and Organizational Motivation

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Chapter 5 Individual and Organizational
Motivation
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Objectives

• Explain and be able to apply the basic theories
  of motivation
• Explain how managers and organizations can foster
  and reward employee motivation
• Identify the characteristics of enriched,
  motivating jobs
• Describe five methods of job redesign
• Understand what de-motivates employees

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Motivation - Defined

• Motivation refers to the psychological
• forces that determine the direction of
• peoples behavior, their level of effort,
• and level of persistence

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Is Every Human Motivated?

• Yes!
• But maybe not to do what you
• want them to do
• Motivation is an internal state that directs
  individuals toward certain goals and objectives

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Sources Of Motivation

• Intrinsic
• Where work itself is the motivation
• I love my job!
• Extrinsic
• External consequences (material or social
  rewards, avoidance of punishment)
• I like the pay and status.

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Herzbergs Intrinsic Motivators
The Work Itself
Advancement
Achievement
Growth
Challenge
Recognition
Responsibility
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Decoding Motivation ProblemsWheres the root
cause?
Person
Leadership
Job Design
Organization
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Decoding Motivation ProblemsIs it the
person-job-reward fit?
Person?
Leadership
Job Design
Organization
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Maslows Hierarchy Of Needs
What did Maslow get right?
Self-actualization
Self-esteem
Social Belonging
Security
Physiological
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McClellands Theory of Needs
Achievement n-Ach
Power n-Pow
Affiliation n-Aff
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McClellands Theory Of Needs

• Achievement - the need to accomplish goals,
  excel, and strive continually to do things better
• Power - the need to influence and lead others and
  be in control of ones environment
• Affiliation - the desire for friendly and close
  interpersonal relationships

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Characteristics of People with High N-ach

• Want to be personally responsible for their
  success or failure
• Prefer situations of moderate risk
• Like to receive immediate feedback

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Characteristics of People with High N-pow

• Competitive and aggressive
• Interested in prestige possessions
• Prefer action situations
• Belong to various groups and tend to be officers
  in those groups
• Preoccupied with their reputation, influence, and
  impact

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Two Faces of Power

• SOCIALIZED POWER - The use of power for the good
  of others
• PERSONALIZED POWER - An unsocialized concern for
  personal dominance

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Two Faces of Affiliation

• Affiliative Interest - A concern for
  interpersonal relationships, but not at the
  expense of goal-oriented behavior
• Affiliative Assurance - A concern with obtaining
  assurance about the security and strength of
  ones relationships and with avoiding rejection

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Decoding Motivation ProblemsIs it the job
design?
Person
Leadership
Job Design?
Organization
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Job Design

• How did you fare on the Job Survey in the
• Class Preparation?
• Discuss your scores with the person sitting
• next to you and compare your jobs in terms
• of how motivating they are

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How to Design Motivating Jobs

• Skill Variety - requires a range of personal
  competencies and abilities
• Task Identity requires completion of a whole
  and identifiable piece of work
• Task Significance employees perceive job as
  having a substantial impact on others lives
• Autonomy employees have freedom, independence,
  and discretion to plan and carry out their task
• Job Feedback employees receive direct, clear
  information on their performance

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Job Characteristics Model
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Methods of Job Redesign

• Job rotation
• Job enlargement
• Job enrichment
• Sociotechnical systems
• Self-managed work teams

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Decoding Motivation ProblemsIs it the
leader/manager?
Person
Leadership?
Job Design
Organization
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Goal-Setting Theory

• Setting specific goals increases performance
• Difficult goals accepted by employees result in
  higher performance
• Feedback causes higher performance than
  non-feedback
• People are more committed to
• goals they set themselves and
• make public

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Characteristics of Effective Goals
pecific
S
easurable
M
A
chievable but challenging
R
easonable
imely
T
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Expectancy Theory
A. Effort-to-performance expectations B.
Performance-to-outcome expectancies C. Perceived
valence of outcomes
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Reinforcement Theory

• Reinforce desirable behavior through rewards
• Extinguish undesirable behavior through
  punishment or ignoring

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What Have You Observed Effective Leaders Do to
Motivate Others?
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The Managers Role
Understand
Channel
Direct
Employee motivation toward tasks that further
the organizations objectives
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A Motivating Work Environment

• Managers should
• Set performance standards
• Ensure fit between employee needs and jobs /
  rewards
• Reward good performance fairly

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Decoding Motivation ProblemsIs it organizational
practices or culture?
Person
Leadership
Job Design
Organization?
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What Demotivators Have You Experienced at Work?
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