ORGANIZATIONAL BEHAVIOR

1. ORGANIZATIONAL BEHAVIOR Chapter 6 - 8 Motivation Emotions & Moods Chapter 6-8

2. What Is Motivation? • Motivation • The process that accounts for an individual ‘s efforts towards any goal. • The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal • Key Elements • Intensity: How hard a person tries • Direction: Toward beneficial goal • Persistence: How long a person tries Chapter 6-8

3. Direction What Is Motivation? Intensity Persistence Chapter 6-8

4. Key Motivational Theories • McGregor Theory X and Y • Maslow’s Need Hierarchy Theory • Hertzberg's Motivation – Hygine Theory • McClelland Need Achievement Theory • Vroom Expectancy Theory • Equity Theory Chapter 6-8

5. Application of Motivational Concepts • Job Design • Job Design & Scheduling • Alternative work arrangements Chapter 6-8

6. Job Design Theory • Job Characteristics Model (JCM) • Model proposes that any job can be defined in terms of five core job dimensions : • Skill variety • Task identity • Task significance • Autonomy • feedback Chapter 6-8

7. Job Design Theory Skill Variety The degree to which a job requires a variety of different activities (how may different skills are used in a given day, week, month?) (Meaningful) Task Identity The degree to which the job requires completion of a whole and identifiable piece of work (from beginning to end) (Meaningful) Task Significance The degree to which the job has a substantial impact on the lives or work of other people (Meaningful) Chapter 6-8

8. Job Design Theory Autonomy The degree to which the job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out (Responsible) Feedback The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance (Knowledge) Chapter 6-8

9. Job Design and Scheduling Job Rotation ( cross-training) The periodic shifting of a worker from one task to another Job Enlargement The horizontal expansion of jobs for individual Job Enrichment The vertical expansion of jobs increase the employee freedom Chapter 6-8

10. Alternative Work Arrangements Flextime Employees work during a common core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core. Job Sharing The practice of having two or more people split a 40-hour-a-week job Chapter 6-8

11. Example of a Flextime Schedule E X H I B I T 7–3 Chapter 6-8

12. Alternative Work Arrangements Telecommuting Employees do their work at home on a computer that is linked to their office. • Categories of Telecommuting Jobs • Routine information-handling tasks • Mobile activities • Professional and other knowledge-related tasks Chapter 6-8

13. Advantages Larger labor pool Higher productivity Less turnover Improved morale Reduced office-space costs Disadvantages (Employer) Less direct supervision of employees Difficult to coordinate teamwork Difficult to evaluate non-quantitative performance Telecommuting Chapter 6-8

14. Performance = f (A x M x O) Source: Adapted from M. Blumberg and C.D. Pringle, “The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance,” Academy of Management Review, October 1982, p. 565. E X H I B I T 6–9 Chapter 6-8

15. Emotions—Why Emotions Were Ignored in OB • Emotions are critical factor in employee behavior. • The “myth of rationality” • Emotions of any kind are disruptive to organizations. • Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency. Chapter 6-8

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17. Aspects of Emotions • Biology of Emotions • Originate in brain’s limbic system • Intensity of Emotions • Personality • Job requirements • Frequency and Duration of Emotions • How often emotions are exhibited • How long emotions are displayed • Functions of Emotions • Critical for rational thinking • Motivate people Chapter 6-8

18. Mood as Positive and Negative Affect • Emotions could be classified as positive or negative • Positive affect : mood dimensions consisting of positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end. • Negative Affect : mood dimensions consisting of nervousness, stress and anxiety at the high end, and relaxation, tranquility, and poise at the low end. Chapter 6-8

19. Mood as Positive and Negative Affect Chapter 6-8

20. Sources of Emotions and Moods • Personality • Affect intensity : individual differences in the strength with which individuals experience their emotions. • Day and Time of the Week • People are in their best moods on weekends. • Weather • Weather has little impact on mood • Stress • Stress affects emotions and moods negatively Chapter 6-8

21. Sources of Emotions and Moods • Social Activities • Social activities increase positive mood • Sleep • Sleep quality affects mood • Exercise • Exercise enhances people’s positive mood • Age • Emotional experience tends to improve with age Chapter 6-8

22. Gender and Emotions • Women • Can show greater emotional expression • Experience emotions more intensely • Display emotions more frequently • Are more comfortable in expressing emotions • Are better at reading others’ emotions • Men • Believe that displaying emotions is inconsistent with the male image • Are innately less able to read and to identify with others’ emotions • Have less need to seek social approval by showing positive emotions Chapter 6-8

23. External Constraints on Emotions OrganizationalInfluences CulturalInfluences IndividualEmotions Chapter 6-8

24. Emotional Labor A situation in which an employee expresses organizationally desired emotions during interpersonal transactions. Emotional dissonance—Inconsistencies between the emotions we feel and the emotions we project. Chapter 6-8

25. Felt vs. Displayed Emotions Felt Emotions An individual’s actual emotions Displayed Emotions Emotions that are organizationally required and considered appropriate in a given job Chapter 6-8

26. OB Applications of Emotions and Moods • Emotions and Selection • Emotions affect employee effectiveness. • Decision Making • Emotions are an important part of the decision-making process in organizations. • Creativity • Positive mood increases creativity. • Motivation • Emotional commitment to work and high motivation are strongly linked. • Leadership • Emotions are important to acceptance of messages from organizational leaders. Chapter 6-8

27. OB Applications • Interpersonal Conflict • Conflict in the workplace and individual emotions are strongly intertwined. • Negotiation • Emotions can impair negotiations. • Customer Services • Emotions affect service quality delivered to customers which, in turn, affects customer relationships. • Job Attitudes • Can carry over to home • Deviant Workplace Behaviors • Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). Chapter 6-8