Motivation at Work

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Chapter 5Nelson Quick

• Motivation at Work

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Definition of Motivation

• Motivation - the process of arousing and
  sustaining goal-directed behavior

Who is responsible for this? Managers need
alternative theories for different people,
groups, and situations (contexts).
Motivation is an attribution What is the role of
money in motivation?
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3 Groups of Motivational Theories

• Internal
• Suggest that variables within the individual give
  rise to motivation and behavior
• Example Maslows hierarchy of needs theory
• Process
• Emphasize the nature of the interaction between
  the individual and the environment
• Example Expectancy theory
• External
• Focus on environmental elements to explain
  behavior
• Example Two-factor theory

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Internal, Process, External Theories of Motivation

• Internal
• Maslows Hierarchy of needs
• Theory X Theory Y
• Herzbergs Two Factors
• McClellands Manifest Needs
• Process
• Equity
• Expectancy
• External
• Chapter 6

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Needs

• A state or condition within an individual that
  generates movement toward some outcome or reward.
• Intrinsic motivation internal needs
• Extrinsic motivation external incentives

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Maslows Hierarchy of Needs
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Practical Implications of theNeeds Hierarchy
Model

• Satisfaction of deficiency needs fosters physical
  and psychological health.
• Satisfaction of growth needs helps development as
  a human being.
• If not blocked, higher level needs will emerge
  and motivate behavior.
• Order of needs may be influenced by culture.
• Organizational position or membership on an
  important team can facilitate growth need
  satisfaction.

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McGregors Assumptions About People Based on
Theory X

• Naturally indolent
• Lack ambition, dislike responsibility, and prefer
  to be led
• Inherently self-centered and indifferent to
  organizational needs
• Naturally resistant to change
• Gullible, not bright, ready dupes

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McGregors Assumptions About People Based on
Theory Y

• Experiences in organizations result in passive
  and resistant behaviors they are not inherent
• Motivation, development potential, capacity for
  assuming responsibility, readiness to direct
  behavior toward organizational goals are present
  in people
• Managements taskarrange conditions and
  operational methods so people can achieve their
  own goals by directing efforts to organizational
  goals

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Management Assumptions

• Theory X
• Dislike work
• Must be threatened with punishment
• Avoid responsibilities
• Seek formal direction
• Require security
• Little ambition
• Workers are costs

• Theory Y
• View work as natural
• Self-directed
• Exercise self-control
• Accept responsibility
• Seek responsibility
• Make innovative decisions
• Workers are assets

How do you explain lazy behavior?
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Motivational Theories X Y
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Alderfers ERG Theory
Growth
Relatedness
Existence
Can regress to lower needs if frustrated at
meeting higher
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McClellands Need TheoryNeed for Achievement

• Need for Achievement - a manifest (easily
  perceived) need that concerns individuals issues
  of excellence, competition, challenging goals,
  persistence, and overcoming difficulties
• Set moderate goals
• Seek feedback
• Stay focused

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McClellands Need TheoryNeed for Power

• Need for Power - a manifest (easily perceived)
  need that concerns an individuals need to make
  an impact on others, influence others, change
  people or events, and make a difference in life
• Personal or socialized

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McClellands Need TheoryNeed for Affiliation

• Need for Affiliation - a manifest (easily
  perceived) need that concerns an individuals
  need to establish and maintain warm, close,
  intimate relationships with other people

What combination of needs are present in the best
managers?
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3 Motivational Need Theories
Maslow
Alderfer
McClelland
Need for Achievement
Growth
Self-actualization
Higher Order Needs
Esteem self interpersonal
Need for Power
Belongingness(social love)
Relatedness
Need for Affiliation
Safety Security interpersonal
physical
Lower Order Needs
Existence
Physiological
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Herzbergs Two-Factor Theory

• Hygiene Factor - work condition related to
  dissatisfaction caused by discomfort or pain
• maintenance factor
• contributes to employees feeling not
  dissatisfied
• contributes to absence of complaints
• Motivation Factor - work condition related to the
  satisfaction of the need for psychological growth
• job enrichment
• leads to superior performance effort

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Motivation-Hygiene Theory of Motivation
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Motivation-Hygiene Combinations
(Motivation M, Hygiene H)
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Questions on Herzbergs Theory

• Is salary a hygiene or a motivational factor?
• What role do individual differences (age, sex,
  social status, education) play?
• What role do intrinsic job factors (work flow
  process) play?

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My two cents worth

• You have a RIGHT to be dissatisfied about your
  work conditions.
• As an employee, you have a RESPONSIBILITY to
  communicate your dissatisfaction and work to help
  improve the conditions.
• As a manager, you have a RESPONSIBILITY to
  continuously improve the work conditions within
  your control. Your best source of information
  about what to improve and how to improve it is
  your employees.

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New Ideas in Human Motivation Eustress,
Strength, Hope

• Eustress healthy, normal stress

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Hope

• The belief that one has both the will and the way
  to accomplish valued goals at work. So, hope has
  three components
• Valued goals
• Willpower
• Waypower
• Strong, positive relationship between hope and
  employee health.
• Relationship between hope and performance is yet
  to be established

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IndividualOrganizational Exchange Relationship
Individual
Organization
Demands
Contributions
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Adams Theory of Inequity

• Inequity the situation in which a person
  perceives he or she is receiving less than he or
  she is giving, or is giving less than he or she
  is receiving

People are motivated when they see themselves in
a position they believe is unfair. They will be
motivated to either change their behavior or
change their perceptions in order to restore
equity
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Motivational Theory of Social Exchange
Equity Outcomes Outcomes Inputs
Inputs
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Examples of Inputs and Outcomes in Organizations
INPUTS
OUTCOMES

• Age
• Attendance
• Interpersonal skills, communication skills
• Job effort (long hours)
• Level of education
• Past experience
• Performance
• Personal appearance
• Seniority
• Social status
• Technical skills
• Training

• Challenging job assignments
• Fringe benefits
• Job perquisites (parking space or office
  location)
• Job security
• Monotony
• Promotion
• Recognition
• Responsibility
• Salary
• Seniority benefits
• Status symbols
• Working conditions

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Strategies for Resolution of Inequity

• Alter the persons outcomes
• Alter the persons inputs
• Alter the comparison others outputs
• Alter the comparison others inputs
• Change who is used as a comparison other
• Rationalize the inequity
• Leave the organizational situation
• If you are in a study group where others are
  making minimal contributions, what would you do?

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New Perspectives on Equity Theory

• Equity Sensitive

I prefer an equity ratio equal to that of my
comparison other
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New Perspectives on Equity Theory
I am comfortable with an equity ratio less than
that of my comparison other

• Benevolent

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New Perspectives on Equity Theory

• Entitled

I am comfortable with an equity ratio greater
than that of my comparison other
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Practical Implications of the Equity Model

• Treat employees fairly.
• People make decisions concerning equity after
  comparing themselves with others.
• Procedural justice influences perceptions of
  organizational fairness. Be as transparent as
  possible.

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Expectancy Theory of Motivation Key Constructs

• Valence - value or importance placed on a
  particular reward
• Expectancy - belief that effort leads to
  performance
• Instrumentality - belief that performance is
  related to rewards

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Expectancy Model of Motivation
Performance
Reward
Effort
Effort
V
I
E
Perceived effort - performance probability
Perceived value of reward
Perceived performance - reward probability
If I work hard, will I get the job done?
What rewards will I get when the job is well
done?
What rewards do I value?
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Practical Implications of the Expectancy Model
Managers should

• Determine outcomes that each employee values.
• Define performance levels in observable and
  measurable terms.
• Ensure that desired performance can be attained.
• Link desired performance and employees desired
  outcomes.
• Remember that motivation is based on perceptions.
• Eliminate factors that conflict with desired
  behaviors.
• Provide sufficiently large outcomes.

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3 Causes of Motivational Problems

• Belief that effort will not result in performance
• Belief that performance will not result in
  rewards
• The value a person places on, or the preference a
  person has for, certain rewards

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• Moral Maturity the measure of a persons
  cognitive moral development

WSJ articles on Multinational Company Bribery and
Fraud at Health South
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Job Characteristics Model (p. 468-472)
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Examples of high and low job characteristics