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Chapter 5 Individual and Organizational Motivation

Chapter 5 Individual and Organizational Motivation. 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

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Chapter 5 Individual and Organizational Motivation

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  1. Chapter 5 Individual and Organizational Motivation

  2. 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 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -1

  3. Motivation - Defined Motivation refers to the psychological forces that determine the direction of people’s behavior, their level of effort, and level of persistence Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -2

  4. Is Every HumanMotivated? 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 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -3

  5. 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.” Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -4

  6. Herzberg’s Intrinsic Motivators The Work Itself Advancement Achievement Growth Challenge Recognition Responsibility Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -5

  7. Decoding Motivation ProblemsWhere’s the root cause? Person Leadership Job Design Organization Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -6

  8. Decoding Motivation ProblemsIs it the person-job-reward fit? Person? Leadership Job Design Organization Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -7

  9. Maslow’s Hierarchy Of Needs What did Maslow get right? Self-actualization Self-esteem Social Belonging Security Physiological Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -8

  10. McClelland’s Theory of Needs Achievement n-Ach Power n-Pow Affiliation n-Aff Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -9

  11. McClelland’s 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 one’s environment • Affiliation - the desire for friendly and close interpersonal relationships Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -10

  12. 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 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -11

  13. 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 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -12

  14. Two Faces of Power • SOCIALIZED POWER - The use of power for the good of others • PERSONALIZED POWER - An unsocialized concern for personal dominance Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -13

  15. 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 one’s relationships and with avoiding rejection Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -14

  16. Decoding Motivation ProblemsIs it the job design? Person Leadership Job Design? Organization Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -15

  17. 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 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -16

  18. 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 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -17

  19. Job Characteristics Model Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -18

  20. Methods of Job Redesign • Job rotation • Job enlargement • Job enrichment • Sociotechnical systems • Self-managed work teams Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -19

  21. Decoding Motivation ProblemsIs it the leader/manager? Person Leadership? Job Design Organization Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -20

  22. 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 Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -21

  23. Characteristics of Effective Goals pecific S easurable M A chievable but challenging R easonable imely T Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -22

  24. Equity Theory Perceived Ratio Comparisona Employee’s Assessment Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < Inequity (Under rewarded) = Equity > Inequity (Over rewarded) aPerson A is the employee, and person B is a relevant other or referent. Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -23

  25. Ability Outcomes (rewards) Motivation Effort Performance A person’s motivation is a function of: Expectancy Theory A. Effort-to-performance expectations B. Performance-to-outcome expectancies C. Perceived valence of outcomes Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -24

  26. Reinforcement Theory • Reinforce desirable behavior through rewards • Extinguish undesirable behavior through punishment or ignoring Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -25

  27. What Have You Observed Effective Leaders Do to Motivate Others? Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -26

  28. The Manager’sRole Understand Channel Direct Employee motivation toward tasks that further the organization’s objectives Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -27

  29. A Motivating Work Environment Managers should: • Set performance standards • Ensure fit between employee needs and jobs / rewards • Reward good performance fairly Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -28

  30. Decoding Motivation ProblemsIs it organizational practices or culture? Person Leadership Job Design Organization? Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -29

  31. What Demotivators Have You Experienced at Work? Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 5 -30

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