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COMMERCE 2BA3 ORGANIZATIONAL
BEHAVIOUR
Class 4
Motivation
Dr. Christa Wilkin
Brain Teasers
B BA AR R
kneelight light
Math The ONCE4:56pm
Last Class
A good “fit” between the values of employees and their supervisors and organization enhances job attitudes and behaviours.
Job Satisfaction affects behaviors not directly related to performance (e.g., absenteeism, OCBs)
Fostering commitment is important
THIS CLASS Theories of motivation and motivation in
practice
Agenda
Content theories of motivation Process theories of motivation Money as a motivator Job design as a motivator
CH 5: THEORIES OF MOTIVATION
What is Motivation?
The extent to which persistent effort is directed toward a goal.
The basic characteristics of motivation: Effort Persistence Direction Goals
Individual Exercise
Write a paragraph on what motivates you to work hard at your job? At school?
Extrinsic vs. Intrinsic Motivation
Extrinsic motivation stems from the work environment external to the task. Pay, fringe benefits, company policies
Intrinsic motivation that stems from the direct relationship between the worker and the task Feelings of achievement, accomplishment,
challenge, Most jobs have a bit of both rewards BUT Extrinsic rewards can extinguish intrinsic rewards
Question: Why?
Question: Intrinsic or Extrinsic?
Need Theories of Work Motivation
Maslow’s Hierarchy of Needs
Alderfer’s ERG Model
McClelland’s Needs
Maslow’s Hierarchy of Needs
Self-actualization: learning, growth, achieving one’s potential, etc.
Esteem: self-respect, recognition, etc.
Belongingness: acceptance, friendship
Safety needs: no physical or emotional harm
Physiological needs: air, water, food,
Alderfer’s ERG Model
A three-level hierarchical need theory of motivation (existence, relatedness, growth) that allows for movement up and down the hierarchy.
Does not assume that a lower-level need must be gratified before a less concrete need becomes operative.
McClelland’s Theory of Learned Needs
Need for achievement: want to accomplish goals through their own efforts, win
Need for affiliation: seek approval, conform, avoid conflict and confrontation
Need for power: desire to control people and resources
Process Theories of Work Motivation
Motivation theories that specify the details of how motivation occurs.
Three important process theories: Expectancy theory Equity theory Goal setting theory
Expectancy Theory
Based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes
1. Effort-to-performance 2. Performance-to-expectancy3. Valence
Effort Performance
Outcome 1
Outcome 2
Outcome 3
Effort-to-performance (E to P)
Will the effort lead to a good performance? Probability (i.e., from 0 to 1) e.g., believing that you have the capacity
to meet a sales quota Question: How would you increase this?
Effort Performance
Performance-to-outcome (P to O)
Will a good performance lead to organizational rewards? (e.g., bonus, promotion, recognition, etc.) Probability (between 0 and 1) e.g., believing that meeting your sales
quota will lead to a promotion Question: How would you increase this?
Outcome 1Performance
Outcome Valence (O)
Will the rewards be valued? Negative or positive, unlimited range. Related to how well the outcome meets
needs and drives e.g., whether a promotion is something that
you value Question: How would you increase this?
Outcome 1
Quiz Question
According to the expectancy theory of motivation, if we find that workers feel that they are unable to perform at a high level, we are dealing with a problem of:
A) second-level outcomesB) Performance-to-outcomeC) Outcome valenceD) RelatednessE) Effort-to-performance
Equity Theory
Discussed this last class
Inputs: quality of work performed, job knowledge, cooperation with others, experience, education
Outputs: Pay, amount of work, status, possibility of growth
My outcomes = Other’s outcomes
My inputs Other’s inputs
Goal-Setting Theory
The theory that specific and difficult goals lead to higher performance
Stretches the intensity and persistence of effort Employees know what is expected so they
can focus their efforts more efficiently NOT just saying to people “do your best!”
“I will do my best” is not a specific goal An extrinsic reward is NOT given for
completion.
Group Exercise
Form groups of 5 to 6 Discuss the individual paragraphs that you wrote
before on what motivates you to work hard Apply some of the theories that you learned to
what motivates you E.g., Are you intrinsically or extrinsically motivated? E.g., Which needs category do you fall in Maslow’s
pyramid? E.g., Are you more motivated by achievement,
affiliation, or power? Be prepared to report your results back to the
class
QUESTIONS?
CH 6: MOTIVATION IN PRACTICE
Armed Forces Video Clip
Motivation in a tough job
Question
How effective is pay as a motivator?
Money as a Motivator
Pay can satisfy lower-level needs as well as social, self-esteem, and self-actualization needs so it should be a good potential motivator (ties in with needs theories).
If pay can satisfy a variety of needs, it should be highly valent and it should be a good motivator to the extent that it is clearly tied to performance (ties in with process theories).
Pay may well be the most important and effective motivator of performance.
Job Design as a Motivator
The goal of job design is to identify the characteristics that make some tasks more motivating than others and to capture these characteristics in the design of jobs.
An attempt to capitalize on intrinsic motivation.
The Job Characteristics Model
Skill Variety
The opportunity to do a variety of job activities using various skills and talents. E.g., A professor teaches, conducts
research, and performs service to the university
Autonomy
The freedom to schedule one’s own work activities and decide work procedures. E.g., telemarketer
Task Significance
The impact that a job has on other people. E.g., The time that I worked at emerg as
SARS Screener
Task Identity
The extent to which a job involves doing a complete piece of work, from beginning to end. E.g., the wing vs. a bolt of an airplane
Feedback
Information about the effectiveness of one’s work performance. E.g., Make pizza: toppings are in place,
cooked, pieces are cut straight
Quiz Question
Veronica doesn't feel responsible for the outcomes of her work. According to Hackman and Oldham's Job Characteristics Model, which core job characteristic is low?
A) Task identityB) Skill varietyC) FeedbackD) Task significanceE) Autonomy
The Job Characteristics Model
Critical Psychological States
Jobs that are higher on the core job characteristics are instrinsically motivating and have more motivating potential because of their effect on three psychological states: Experienced meaningfulness of the work Experienced responsibility for the outcomes
of the work Knowledge of the actual results of the work
activities
Critical Psychological States
Jobs that are high on skill variety, task significance, and task identity are perceived as more meaningful.
Jobs that are high on autonomy provide for greater responsibility for work outcomes.
Jobs that are high on feedback provide workers with knowledge of the results of their work activities.
The Job Characteristics Model
Outcomes
The presence of the critical psychological states leads to a number of outcomes that are relevant to both the individual and the organization: High intrinsic motivation High-quality productivity Satisfaction with higher-order needs General satisfaction with the job Reduce absenteeism and turnover
The Job Characteristics Model
Moderators
Three moderator or contingency variables intervene between job characteristics and outcomes: Job-relevant knowledge and skill of the worker
Weak knowledge, job may be demanding Growth need strength: the extent to which
people desire to achieve higher-order need satisfaction
“Context” satisfactions People less satisfied with pay, supervision, policies,
less responsive to challenging work
Research Support
Research is generally supportive of the basic prediction of the model.
Workers respond more favourably to jobs that are higher in motivating potential.
One study found that job characteristics predicted absenteeism up to 6 years after the job characteristics were assessed.
Job Enrichment
The design of jobs to enhance intrinsic motivation, quality of working life, and job involvement.
Job enrichment involves increasing the motivating potential of jobs via the arrangement of their core job characteristics.
Job Involvement
A cognitive state of psychological identification with one’s job and the importance of work to one’s total self-image.
All of the core job characteristics are positively related to job involvement.
Employees who are more involved in their job have higher job satisfaction and organizational commitment, and are less likely to consider leaving their organization.
Job Enrichment Procedures
Many job enrichment schemes include the following: Combining tasks
Assigning tasks that might be performed by different workers to a single individual.
Establishing internal and external client relationships Putting employees in touch with people who depend on
their products and services within or outside the organization
Reducing supervision or reliance on others Increasing autonomy or control one has over their own work
Forming work teams Making feedback more direct with customers
Question
What are potential problems with job enrichment?
Job Enrichment
Poor diagnosis Without a careful diagnosis of the needs of the
organization and particular jobs in question Lack of desire or skill
Some workers do not desire enriched jobs Demand for rewards
Often expect greater extrinsic rewards, such as pay, to accompany their redesigned jobs
Union and supervisory resistance Job enrichment might “disenrich” the supervisor’s
job
Management by Objectives
The MBO process involves: The manager meets with individual workers to
develop and agree on employee objectives There are periodic meetings to monitor
employee progress in achieving objectives An appraisal meeting is held to evaluate the
extent to which the agreed objectives have been achieved
The MBO cycle is repeated Research evidence shows clear productivity
gains associated with MBO
Alternative Working Schedules as Motivators
The purpose is to meet diverse workforce needs and promote job satisfaction.
Alternative working schedules can facilitate recruitment and reduce absenteeism and turnover
Alternative Working Schedules
Flex-time: arrival and quitting times are flexible
Compressed work week: work fewer than normal 5 days a week but still put in normal # of hours per week
Job-sharing: two part-time employees divide the work of a full-time job
Tele-commuting: work at home but stay in tough with their offices through communications technology
Make Things Fun as Motivator
The Fun theory Video clip of piano stairs
Group Exercise Case Incident
Form groups of 5 to 6 people Read the case incident “The Junior
Accountant” Answer the three questions Be prepared to report back to the class
Summary
There are a number of needs (the what) and process (the how) theories to help us manage
Money may be the most important motivator but it is not the only motivator Enrich and modify job through design
For Next Class
Read chapter 7 on groups and teamwork Bring laptop if you have one