Pom Ch 9: Understanding People In Public Organisations: Values & Motives

Front 1

What is Public Service Motivation?

Back 1

" An individual's predisposition to respond to motives grounded primarily or uniquely in public organisations."

- A need-based theory of motivation.

Front 2

Definition of Motivation in the Public Sector

Back 2

Work motivation refers to a person's desire to work hard and work well, to the arousal, direction and persistence of effort in work settings.

Front 3

Questionnaire items used to measure Work Motivation

Back 3

1. Job Motivation Scale
2. Work Motivation Scale
3. Intrinsic Motivation Scale
4. Reward Expectancies

Front 4

Theories on Work Motivation

Back 4

Content Theories
Process Theories

Front 5

What are Content Theories?

Back 5

Content theories are concerned with analysing the particular needs, motives, objectives, values, goals that affect motivation.

Front 6

What are Process Theories?

Back 6

Process Theories focus on psychological and behavioural processes behind motivation.

Front 7

Definition: Need

Back 7

A resource or condition required for the well-being of an individual.

Front 8

Definition: Motive

Back 8

A force acting with an individual that causes him to seek to obtain or avoid some external object or condition.

Front 9

Definition: Incentive

Back 9

An external object or condition that evokes behaviours aimed at attaining or avoiding it.

Front 10

Definition: Objective

Back 10

A more specific, short-term goal, a step toward a more general, long-term goal.

Front 11

Definition: Value

Back 11

An enduring belief that a specific mode of conduct or end-state of existence is personally or socially-preferable to an opposite mode of conduct or end-state existence.

Front 12

Definition: Goal

Back 12

A future state that one strives to achieve.

Front 13

"Push" Factors

Back 13

Intrinsic and external impetuses that arouse and direct effort, needs, motives and values.

Front 14

"Pull" Factors

Back 14

Incentives, goals and objectives

Front 15

What was Clark and Wilson (1961) and Wilson (1973) typology of organisations?

Back 15

Differences in incentives lead to differences in organisation behaviour and processes.

Front 16

3 types of incentives in organisations
Clark and Wilson (1961) and Wilson (1973)

Back 16

1. Material
2. Solidary
3. Purposive

Front 17

Material incentives

Back 17

Tangible rewards, often monetary - wages, fringe benefits, patronage.

Front 18

Solidary incentives

Back 18

Intangible rewards from the act of association - status, sociability.

Front 19

Purposive incentives

Back 19

Intangible rewards related to the goals of the organisation. Eg: working on an election of a supported candidate.

Front 20

Utilitarian Organisations
(Business firms, labor unions)

Back 20

Rely primarily on material incentives.

- Have fairly precise cost accounting machinery
- Conflicts will be about distribution
- Organisational goals will be secondary to incentives

Front 21

Solidary Organisations
(Service-oriented voluntary organisations and social clubs).

Back 21

People make contributions in return for status and sociability

- Executive efforts at securing prestige, good fellowship.
- Organisational goals are non-controversial and socially acceptable.
- Less flexible and more public in actions and decisions.

Front 22

Purposive Organisations

Back 22

Rely on their stated goals to attract and retain people.

- Sometimes, goals are too vague or only support a minority of interests.
- Often, their efforts fail initially or intermittently (don't stop hunger).

Front 23

Equity Theory
( John Stacy Adams)

Back 23

A sense of equity in contributions and rewards has a major influence on behaviours.

Based on the premise that employees will put forth a particular level of effort that they feel compares to the reward potential.

Input must be equal to outputs.

Front 24

Inputs

Back 24

Effort & enthusiasm
Skills & abilities
Flexibility & adaptability
Loyalty & commitment to the organisation

Front 25

Outputs

Back 25

Financial compensation
Praise & recognition
Additional responsibility & autonomy
Job security
A sense of career advancement or personal growth

Front 26

3 Categories of Public Service Motivation

Back 26

1. Rational (instrumental)
2. Norm-based
3. Affective

Front 27

PSM: Rational (instrumental)

Back 27

Participation in policy formulation, commitment to a policy program because of personal identification and advocacy for a special or private interest.

Front 28

PSM: Norm-based

Back 28

Desire to serve the public, loyalty to duty, to government, and devotion to social equity.

Front 29

PSM: Affective

Back 29

Commitment to a program based on convictions about it social importance and patriotism of benevolence.

Front 30

Patriotism of Benevolence

Back 30

Defined by Federickson and Hart (1985)

Affection for all people in the nation and a devotion to defending the basic rights granted by enabling documents like the Constitution.

Front 31

4 Types of Public Servants with PSM

1. Samaritans
2. Communitarians
3. Patriots
4. Humanitarians

Back 31

1. Samaritans: Strong motivation to help people.

2. Communitarians: Strong motivation to perform civic duties.

3. Patriots: Work for causes related to the public good.

4. Humanitarians: Strong motivation to pursue social justice.

Front 32

Relationship between pay and PSM

Back 32

Self-determination theory: A person's PSM may reduce when salary is administered to the person in a way that reduces self-determination.

"Crowding out" effects

Front 33

Herzberg's Two-Factor Theory

Back 33

The connection between workplace motivation and employee attitude.

2 sets of factors that influence motivation, by either enhancing employee motivation or hindering it.

- Hygiene factors
- Motivators or Satisfiers

Front 34

Hygiene factors

Back 34

Cause dissatisfaction in the workplace. Extrinsic or independent of the work itself.

- Compensation
- Job security
- Relationship with subordinates and supervisors.
- Quality of Leadership
- Working conditions
- Organisational politics

These factors do not motivate employees, but if they are missing or inadequate, hygiene factors can cause serious dissatisfaction.

Front 35

Motivators or satisfiers

Back 35

Linked to employee motivation and arise from intrinsic or dependent conditions of the job itself.

- Responsibility
- Job satisfaction
- Recognition
- Opportunities for growth
- Achievement
- Advancement

Front 36

Remedying the causes of dissatisfaction does not lead to satisfaction. Nor will adding satisfiers eliminate dissatisfaction.

Back 36

The opposite of satisfaction is no satisfaction.

The opposite of dissatisfaction is no dissatisfaction.

A manager must be sure to provide sufficient hygiene factors while at the same time building in satisfiers or motivators into employees' jobs.

Front 37

In essence:
Hygiene factors are necessary to ensure a subordinate is not dissatisfied;

and satisfiers are needed to motivate an employee to work toward a higher level of performance.

Back 37

Its all about finding the right balance.

A manager needs to fix the problems related to job insecurity, ineffective policies and non-competitive wages.

AND

Foster a supportive culture, provide meaningful and challenging work, and offer effective leadership, showing respect and dignity for subordinates.

Front 38

How can a manager provide job satisfaction?

Back 38

Job enrichment: addressing what motivates employees to do their job, finding out how to make it better and more satisfying for the employee.

By designing jobs to be challenging and rewarding.

Front 39

Alderfer's ERG Theory (Existence, Relatedness, Growth)

Back 39

3 basic needs an employee seeks to fulfill and as each need is fulfilled, it served as motivation to fulfill a different need.

Existence: the need for basic material existence like physiological health and safety

Relatedness: the need for interpersonal connections, social status and recognition.

Growth: the need for personal development, including creative and meaningful work.

Front 40

Frustration-regression

Back 40

The tendency to seek to satisfy lower order needs when higher orders are not met.

Front 41

Examples of Existence, Relatedness, Growth needs

Back 41

Existence: Fair and equitable wages, job security

Relatedness: Recognition, building relationships

Growth: Promotion, performing meaningful and fulfilling work, being a part of creative decision-making

Front 42

Similarity between Maslow's hierarchy of needs & Alderfer's ERG Theory

Back 42

There are basic human needs. These needs translated to the workplace are considered motivating forces. As needs are satisfied, new needs develop.

Front 43

Difference between Maslow's hierarchy of needs & Alderfer's ERG Theory

Back 43

Maslow: Physiological, safety, belongingness, status, self-actualisation.

Only 1 need can be satisfied at any one time, as a lower order need is unsatisfied, a high order need is abandoned in a hierarchical descend to satisfy a lower order need.

Alderfer's ERG Theory: 3 basic human needs
- Existence (physiological and safety)
- Relatedness (social and status)
- Growth (creative and meaningful)

There are several needs that could be developed and satisfied at any one time. but when a need is no longer met, frustration-regression is experienced and this leads to a need to re-visit a lower order need.

Front 44

David McClelland
Acquired Needs Theory

Back 44

One's needs are acquired over time as a result of their experiences.

Needs:
- Achievement
- Power
- Affiliation-based

Front 45

Need for achievement

Back 45

Greatest for individuals with a strong desire to excel
Avoid situations that are low-risk and high-risk
Like to work alone or with other achievers
Managers provide them challenging projects

Front 46

Need for power

Back 46

These people seek agreement and compliance
Managers provide them the opportunity to manage others

- Personal power: strong desire to control others.
- Power seekers who need social or institutional power use their power to help mobilise efforts aimed at organisational goals.

Front 47

Need for affiliation

Back 47

Main goal is to be liked by others.
Prefer to work in groups and conform to the norms of the group.
Interact with others and have opportunities to build close, harmonious interpersonal relationships.

Make personal sacrifices for others at their own expense.

Managers should provide them opportunities to work in a cooperative environment.

Front 48

Vroom's Expectancy Theory of Employee Motivation

Back 48

" A person will be motivated to put forth a higher level of effort if they believe their efforts will result in higher performance and thus, better rewards."