Chapter 6 - Motivation

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Motivation

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represents “those psychological processes that cause the arousal, direction, and persistence of <b>voluntary action that are <i>goal directed.”

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Figure 6-1

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Integrated Model of Motivation
<br>
<b>Personal and Contextual Factors</b> are the 2 key categories of variables that influence motivation and employee engagement

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Needs

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Physiological or psychological deficiencies that arouse behavior

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2 popular NEED THEORIES

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-<b>Maslow’s Hierarchy of -Needs</b> (function of 5 basic needs)

<br>

-<b>McClelland’s Need Theory</b>:

<b>-Need for achievement</b>:defined by the need to accomplish something difficult.<br>
-<b>Need for affiliation</b>:prefer to spend more time maintaining social relationships, joining groups, and wanting to be loved.<br>
-<b>Need for Power</b>:reflects an individual’s desire to influence, coach, teach, or encourage others to achieve.


Review page 149

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Job Design

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“Job redesign” refers to any set of activities that involves the alteration of specific jobs or interdependent systems of jobs <b>with the intent of improving the quality of employee job experience and their on the job productivity

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Scientific Management

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That kind of management which conducts a business or affairs by STANDARDS <i>established by facts or truths gained through systematic observation</i>, experiment, or reasoning

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Job Enlargement

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Involves putting <b>more variety into a worker’s job</b> by combining specialized tasks of comparable difficulty

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Job Rotation

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Calls for moving employees from one specialized job to another

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Job Enrichment

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Herzberg’s landmark study—found separate distinct clusters of factors associated with job achievement ,etc. these factors were all related to outcomes associated with the CONTENT of the task being performed—negative were associated with CONTEXT or environment



Herzberg’s landmark study—found separate distinct clusters of factors associated with job achievement ,etc. these factors were all related to outcomes associated with the CONTENT of the task being performed—negative were associated with CONTEXT or environment

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Job Enrichment

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<b>MOTIVATORS:</b> each was associated with strong effort and good performance--associated with CONTENT


<b>Hygiene Factors: </b>Dissatisfaction Associated with CONTEXT of environment

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Key to understanding Herzberg's theory is that

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motivator hygiene thoery is recognizing that satisfaction IS NOT the opposite of dissatisfaction.

you can have a net 0 for job satisfaction.

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Job Enrichment

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Entails modifying a job such that an employee has the opp. to experience achiement, recognition, stimulating work, responsibility, and advancement.

These opps are facilitated through <b>vertical loading</b>--consists of of giving workers more autonomy and responsibility.

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Job Characteristics Model

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Determine how work can be structured so that employees are internally or intrinsically motivated

<b>Intrinsic Motivation</b>
Occurs when an individual is "turned on to one's work bc of the POSTIIVE INTERNAL FEELINGS that are generated by doing well, rather than being dependent on external factors (like incentive pay, or compliments from the boss) for the motivation to work effectively.

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Core job characteristics

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common characteristics found to a varying degree in ALL jobs.

Skill Variety

Task Identity (extent to which the job requires an individual to perform a whole or completely identifiable piece of work.)

Task Significance

Autonomy

Feedback

<b> 3 Moderators</b>

-attributes that affect HOW individuals respond to job enrichment

<b>Knowledge & Skill
Growth-Need strength
Context satisfactions

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Bottom Up Approach

Job Crafting

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job design driven by employees rather than managers.

defined as the physical and cognitive changes individuals make in the task or relational boundaries of their work.

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Types of Job Crafting

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Changing #, scope and TYPE of job tasks

Changing quality and/or amount of interaction with others encountered on the job

Changing cognitive task boundaries

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I-Deals (Idiosyncratic Deals)

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represents middle ground btwn top down and bottom up methods.

represent employment terms individuals NEGOTIATE for themselves, taking myriad forms from flexible schedules to career development.

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Cultivating Employee Engagement

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Employee Engagement

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the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance.

<b>4 components</b>

Feelings of Urgency

Feelings of being focused

feelings of intensity

Feelings of enthusiasm

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PE Fit

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the compatibility between an individual and a work environment that occurs when their characteristics are well matched.

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Ken Thomas proposed a model of intrinsic motivation that contains four contextual factors

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managers should design jobs in order to create the following psychological states:

<b>Sense of meaningfulness

Sense of choice (freedom)

Sense of competence (providing feedback/giving feedback)

Sense of progress (using feedback to constantly improve)

Job security and feelings of psychological safety are contextual factors that also propel employee engagement.

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Consequences of Employee Engagement

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customer satisfaction

profitability

safety outcomes

turnover

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4 Practical Recommendations

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budget resources to measure track and respond to surveys of employee engagement

consider assessing the individual traits associated with employee engagement during the hiring process.

top down approaches to job design can be used to redesign jobs so that they contain the 4 psychological factors named by Ken Thomas.

used job crafting

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Job Satisfaction

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an affective or emotional response toward various facets of one's job.

people can be satisfied with certain aspects and not with others.

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Causes of Job Satisfaction

review pg. 161-162

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Need Fulfillment

Discrepencies

<b> Met Expectations</b>:represents the difference btwn what an individual expects to receive from a job, such as good pay and promotional opportunities, and what he or she actually receives.

<b>Value Attainment:</b>satisfaction results from the perception that a job allows for fulfillment of an individual's important work values.

Equity

Disposition/Genetic components

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Major Correlates and Consequences of Job Satisfaction

Table 6-2

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Motivation

Job Involvement

Organizational Commitment

<b>Organizational Citizenship Behavior (OCB)</b>:consist of employees behaviors that are beyond the call of duty.

<b>Withdrawl Cognitions:</b> encapsulate this thought process by representing an individual's overall thoughts and feelings about quitting.

Turnover
-<b>Dual career ladder</b> a career development plan that allos upward mobility for employees without requiring that they move to supervisory or managerial positions

Job Performance

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Counterproductive Work behaviors CWBs

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types of behavior that harm employees, organiztion, stakeholders, etc.

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Causes and Prevention of CWBs

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hire individuals who are less prone to do bad stuff

ensure they are motivating desired behaviors

discipline CWB quickly and appropriately--defining clearly unacceptable behaviors.

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Lecture

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-

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Contrast Maslows & Mcllends methods

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-

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Needs

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psysiological or psychological deficiencies that arouse behavior

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Maslow's Need Hierarchy Theory

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Motivation is a funciton of five basic needs.
-Physiological, safety, LOVE, esteem, self actualization

Human needs emerge in a predictable stair-step fashion

Fig. 8-1

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McClelland's NEED Theory

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Need for achievement

need for affiliation

need for power

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Herzberg's Motivatior-Hygiene Model

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Basic Premise:
Job satisfaction IS NOT continuum from satisfied to dissatisfied

<b>Rather, there are 2 continuums</b>

-No satisfaction....Satisfaction (MOTIVATORS)
-Dissatisfaction.....No Dissatisfaction (HYGIENE FACTORS)

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KNOW FIG. 6-2

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Review it.

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***Comparison of content Theories of Motivation

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<b>Review Slide!!</b>

Maslow

McClelland

Herzberg

Hygienes
-belongigness
-safety
-physiological

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Job Design

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Any set of activieits that involve the alteration of specific jobs or interdependaty systems of jobs with the inten of improving the qualt of emplyee job experience

top down

bottom up

I-deals (idiosyncratic)

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Top Down approaches

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<B>JOB ENLARGEMENT</B>
-putting more variety into a job by combining specialized tasks of comparable difficulty (horizontal loading)

<B>JOB ROTATIONS</B>
-moving employees from one specialized job to another
-stimulate interest and motivation by providing employees with a broader perspective of the organization

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The Most Boring Job exercise in the most boring class--

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Job Design (re-design) exercise

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Correlates of Job Satisfaction

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Organizational Commitment:</b>
reflects the extent to which an individual identifies with an organization and is committed to its goals

<b>OCB Citizenship Behavior</b>
-employees go above and beyond their normal stated responsibilities