320 likes | 403 Views
Management and Organisational Behaviour 7th Edition. CHAPTER 12 Work Motivation and Rewards. The meaning of motivation. The driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation
E N D
Management and Organisational Behaviour 7th Edition CHAPTER 12 Work Motivation and Rewards
The meaning of motivation • The driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation • The degree to which an individual wants and chooses to engage in certain behaviour
Common characteristics underpinning definitions of motivation • Motivation is typified as an individual phenomenon • Motivation is described, usually, as intentional • Motivation is multifaceted • The purpose of motivational theories is to predict behaviour Mitchell
Figure 12.1 A basic motivational model
Intrinsic & extrinsic motivation Extrinsic motivation Related to tangible rewards, e.g. salary, security, promotion, conditions of work Intrinsic motivation Related to psychological rewards, e.g. a sense of challenge and achievement, receiving appreciation
Higher set of motivational needs system • Attachment / affiliation – the need for engagement & sharing, a feeling of community and a sense of belonging • Exploration / assertion – the ability to play & work, a sense of fun & enjoyment, the need for self-assertion & the ability to chooseKets de Vries
Broad classification for motivation at work • Economic rewards – such as pay, fringe benefits, pension rights, security (instrumental orientation) • Intrinsic satisfaction – derived from the nature of work itself (personal orientation) • Social relationships – such as friendships, group working, status & dependency (relational orientation)
Figure 12.2 The needs & expectation of people at work
Identification Equity Equality Consensus Instrumentality Rationality Development Group dynamics Internalisation Cartwright Culture & motivating factors
Figure 12.3 A basic model of frustration
Factors influencing frustration • The level & potency of need • The degree of attachment to the desired goal • The strength of motivation • The perceived nature of the barrier or blocking agent • The personality characteristics of the individual
Effective recruitment, selection & socialisation Training & development Job design & work organisation Equitable personnel policies Recognition & rewards Effective communications Participative styles of management Attempting to understand the individual’s perception of the situation Ways managers can reduce potential frustrations
Money as a motivator Rational – economic concept Taylor asserted that what workers wanted from employers was high wages ‘Theory M’ (Weaver) – based on direct cash rewards for above average performance In a survey of HR managers 62% of respondents had a problem retaining minimum wage workers strictly on pay. Other incentives were needed to keep workers in a job
Motivation other than money Historically loyalty was bought & employees offered gradual progression up the hierarchy, a decent salary & job security in return for a hard day’s work Increasingly motivation is based on values rather than purely a financial reward Grayson & Hodges
Figure 12.4 Main theories of work motivation
Figure 12.5 Maslow’s hierarchy of needs
Relating Maslow’s model to work situations There are a few problems doing this – • People do not necessarily satisfy their needs, especially higher-level needs, just through work • There is doubt about the time that elapses between satisfying lower-level & emergence of higher-level needs • Some rewards or outcomes may satisfy more than one need • The motivating factors may not be the same for each person
Table 12.1 Applying Maslow’s hierarchy Source: Steers, R.M. and Porter, L.W., Motivation and Work Behaviour, Fifth edition, McGraw-Hill (1991) p.35. Reproduced with permission from The McGraw-Hill Companies Inc.
Table 12.1 Applying Maslow’s hierarchy Source: Steers, R.M. and Porter, L.W., Motivation and Work Behaviour, Fifth edition, McGraw-Hill (1991) p.35. Reproduced with permission from The McGraw-Hill Companies Inc.
Alderfer’s modified approach • Existence needs – concerned with sustaining human existence & survival and covers physiological & safety needs of a material nature • Relatedness needs – concerned with relationships to the social environment and covers love or belonging, affiliation, and meaningful interpersonal relationships • Growth needs – concerned with the development of potential and covers self-esteem & self-actualisation
Figure 12.6 Herzberg – two factor theory
McClelland’s achievement motivation theory Based on four arousal-based & socially developed motives – • Achievement • Power • Affiliative • Avoidance
Stages in developing achievement drive • Striving to attain feedback on performance • Developing models of achievement by seeking to emulate people who have performed well • Attempting to modify self-image & to see themselves as needing challenges & success • Controlling day-dreaming & thinking about themselves in more positive termsMcClelland
Process theories of motivation • Expectancy-based models – Vroom and Porter & Lawler • Equity theory – Adams • Goal theory – Locke • Attribution theory – Heider and Kelley
Figure 12.8 Basic model of expectancy theory
Figure 12.10 Lawler’s expectancy model
Implications for managers of expectancy theories Managers need to – • Use rewards appropriate in terms of individual performance • Attempt to establish clear relationships between effort-performance & rewards, as perceived by the individual • Establish clear procedures for the evaluation of individual levels of performance • Pay attention to intervening variables • Minimise undesirable outcomes that may be perceived to result from a high level of performance, e.g. industrial accidents
Behaviour as a consequence of inequity Six broad types of possible behaviour as consequences of inequity – • Changes to input levels • Changes to outcomes • Cognitive distortion of inputs & outcomes • Leaving the field • Acting on others Adams
Practical implications of equity theory • It provides managers with another explanation of how beliefs & attitudes affect job performance • It emphasises the need for managers to pay attention to employees’ perceptions of what is fair & equitable • Managers benefit by allowing employees to participate in decisions about important work outcomes Kreitner et al.
Practical implications of equity theory • Employees should be given the opportunity to appeal against decisions that affect their welfare • Employees are more likely to accept & support organisational change when they believe it is implemented fairly Kreitner et al.
Figure 12.12 Locke’s theory of goal setting