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HRM A: Work process design Overview

HRM A: Work process design Overview. The less extrinsic motivation …. … the more extrinsic motivation is needed. … the more intrinsic motivation is needed. The less intrinsic motivation …. Extrinsic versus intrinsic motivation. Individual differences in motivation. Different needs:

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HRM A: Work process design Overview

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  1. HRM A: Work process designOverview

  2. The less extrinsic motivation … … the more extrinsic motivation is needed … the more intrinsic motivation is needed The less intrinsic motivation … Extrinsic versus intrinsic motivation

  3. Individual differences in motivation Different needs: Motivation = f (satisfaction / frustration of needs) __________________________________________________ e.g. Physiological needs Security needs Affiliation and affection needs Appreciation needs Self-actualization needs Different goals and expectations: Motivation = Valence x Instrumentality x Expectancy __________________________________________________ Decision to (not) undertake a certain action depends on the answers to three questions: Which goal do I want to achieve? Does this action lead to this goal? How likely is the success of the action?

  4. How satisfied are you with your job?

  5. Characteristics of the work situation Needs and expectations at work (Mis-)match Satisfaction Dissatisfaction Raising expectations Keeping expectations Lowering expectations Keeping expectations Problem solving Progressive satisfaction Stable satisfaction Resigned satisfaction Fixed dissatisfaction Constructive dissatisfaction Development of job (dis)satisfaction (Bruggemann, 1974)

  6. Discussion in small groups • What is “good performance” in your studies/your job/voluntary work? • How is it measured? • How satisfied are you with how it is measured?

  7. "Good" performance indicators • Adequate for task • Sufficient influence -> Based on behavior and results, not personal traits • Reliability, validity, objectivity • Constructive feedback • Participatory development • Fit with organizational culture

  8. Feedback Performance-reward relationship Performance Performance criteria adequate for task congruence of formal/informal performance criteria ? Instrumentalities for individual goals Individual coping with unfulfilled expectations Motivation Satisfaction Difference between expectation and reality Fit between individual and organizational goals Motivation, satisfaction and performance – an imperfect relationship r = .3

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