Chapter 10

1. Chapter 10 Excelling on the Job

2. Behavior and Your Needs • Motivation • Need/desire that energizes one’s behavior and directs it toward a personal goal • Any activity performed by another to get someone else to meet an organizational goal • Also includes your willingness to exert effort to achieve organizational goals so effort leads to satisfying individual needs

3. Behavior • Performance is a function of both your ability and your willingness to do the job • Organizations must find way to maximize your potential—ways to motivate you • However—motivation comes from within

4. Why You Do What You Do • Your motivation is described by your outward behavior • Organizational goals and personal needs must be met • We need to see how our work leads to something we need or want

5. Components to Motivation • Effort • The intensity with which you approach the task • Organizational Goals • Your effort is directed toward some goal • Needs • Reflect some internal process that makes certain outcomes appear attractive

6. Components • Needs • Motivation begins with an unsatisfied need • Tension exists when you have unsatisfied needs • Tension • Functional—creates a drive to achieve goal • Many pieces must come together for you to have desire to excel • Dysfunctional—creates a sense of hopelessness

7. Early Motivation Theories • Maslow’s Hierarchy of Needs (already studied this) • McGregor’s Theory X and Y (already studied) • Herzberg’s Motivation-Hygiene Theory • Believed that your attitude toward work can determine your success or failure • Asked, “What do you want from your job?”

8. Herzberg’s Research • Opposite of satisfaction is not dissatisfaction—more of a continuum • Factors that lead to satisfaction are different than those leading to dissatisfaction • Hygiene factors—those that create dissatisfaction • Motivators—factors that increase job satisfaction

9. Explaining Motivating Behavior • Three-Needs Theory (David McClelland) • Achievement • Power • Affiliation • Referents—you compare your effort and rewards to the effort and rewards of others in the organization • We look for an equitable situation • Fairness

10. Getting What You Expect • Expectancy Theory—belief that you will act in accord with org. goals if you believe you’ll be rewarded • Effort-Performance Linkage—if you make the effort, you’ll be successful • Performance-Reward Linkage—if you’re successful, you’ll be rewarded • Attractiveness—if you’re rewarded, you’re given something you value

11. Designing Jobs to Meet Your Needs • Having a more meaningful job • Job Characteristics Model • Skill Variety—lets you use different skills and talents • Task Identity—opportunity for you to complete the whole job or identifiable component(s) • Task Significance—effect job has on others • Autonomy—freedom/independence to schedule the work and determine procedures • Feedback—direct/clear info about performance

12. More Meaningful Job • Job Enrichment—employees assume some of the tasks typically performed by supervisor • QWL—Quality of Work Life—degree to which workers are motivated, supported, and encouraged by their work environment

13. Breaking Monotony & Giving More Control • Job Rotation • Flextime • Flexible Reward System • Some Rewards aren’t $$$ • Happy workers tend to be more productive • Rate of turnover