Chapter 6

1. Chapter 6 Motivation Concept

3. Direction Motivation • The processes that account for an individual’s intensity (How Hard) , direction (What Goal), and persistence (How Long)of effort toward attaining a goal Focus: Org. Goals • Effort • Direction • Quality Intensity Persistence Terrorists Mr. Gardener

4. Employee MotivationTheories and Explanation Who do you love? Intuition Vs. Science

5. Hierarchy of Needs- Maslow • There is a hierarchy of five needs— • as each need is substantially satisfied, the next need becomes dominant. • Individuals must move up the hierarchy in order Lower-Order NeedsSatisfied externally- (Pay) Higher-Order NeedsNeeds that are satisfied internally (perception);

6. Hierarchy of Needs Theory (Maslow) Application: A rickshaw puller may not be motivated to meditate! Satisfaction Vs. Motivation Logical Theory Substantial Satisfaction Limited Evidence Current Level Terminology

7. Theory X & Theory Y (Managers’ Perspective

8. Two-Factor TheoryMotivation-Hygiene theory • Hygiene Factors • Extrinsic & Related to Dissatisfaction • Motivation Factors • Intrinsic and Related to Satisfaction Satisfaction and Dissatisfaction are not Opposite Ends

9. Contrasting Views of Satisfaction and Dissatisfaction

10. Factors –Extreme job dissatisfaction Factors –Extreme job satisfaction Data from research

11. Theory of Needs- McClelland Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Affiliation The desire for friendly and close personal relationships. Need for Power The need to make others behave in a way that they would not have behaved otherwise. Subconscious

12. Matching High Achievers and Jobs Performance on 50-50 Challenge Good Managers? Power and Affiliation

13. Money isn’t everything Hierarchy of needs Two-factor theory

14. Cognitive Evaluation Theory • Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. • Perception of causation changes • Loss of control reduces i. motivation • Focus more on reward/task • Example: Performance bonus Reading Novel Work Rewards Salary ? Performance

15. Cognitive Evaluation Theory • Motivation Pursue Goal for Intrinsic reasons vs. Extrinsic More Success & Happiness ….

17. Goal-Setting Theory (Edwin Locke) • Theory: Specific and difficult goals, with self-generated feedback, lead to higher performance. • Specificity >> Internal Stimulus Do Your Best ! Do 50% Better

18. Goal-Setting Theory … • Goals and performance relationship • Goal commitment • “I want to do it & I can do it” • Publicity, internal locus, self-set • Task characteristics • Simple, well-learned • Interdependent task- Group goals • National culture • Power distance • Propensity to seek challenge • Performance Participation on Goal Setting • Feedbacks • Guide behavior • Self Generated Feedback =

19. Goal Setting in Action: MBO Programs • A program that encompasses specific goals, participative set, for an explicit time period, with feedback on goal progress. • Management By Objectives Programs • Company wide goals & objectives • Goals aligned at all levels • Based on Goal Setting Theory

20. Cascading of Objectives

21. Linking MBO and Goal-Setting Theory MBOGoal-Setting Theory Goal Specificity Yes Yes Goal Difficulty Yes Yes Feedback Yes Yes Participation Yes No (qualified)

22. Why MBOs Fail • Unrealistic expectations about MBO results • Lack of commitment by top management • Failure to allocate reward properly • Cultural incompatibilities MBO @ Fujitsu

23. Self-Efficacy • An individual’s feeling that s/he can complete a task (e.g. “I know I can!”) • Enhances probability that goals will be achieved Not Self Esteem Difficulty >> Effort Negative feedback >> Effort, Motivation

24. Complementary Self-confidence

25. Increasing Self Efficacy (Bandura) • Enactive Mastery- Gaining Relevant Experience • Training program • Vicarious Modeling- Confidence from others • You friend got a 100 in MGT321 • Verbal Persuasion- Motivational speakers • Pygmalion- Believe it is true • You are a very high IQ Student • Galatea Effects- Placebo • Arousal- Energized state • Vs. Steady tasks Training Intelligence Personality

26. Reinforcement Theory • Argues that behavior is a function of its consequences. • Stimulus creates response Reprimanded Contrast with Goal Setting

27. Equity Theory • Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Comparing salary ~ M. Fair & Justice

28. Equity Theory … Equity Tension Anger Vs. Guilt Motivation

29. Equity Theory (cont’d)Choices for dealing with inequity • Change inputs (slack off) • Change outcomes (increase output) • Distort/change perceptions of self • Distort/change perceptions of others • Choose a different referent person • Leave the field (quit the job)

30. Equity Theory… Propositions relating to inequitable pay • Over rewarded hourly employees • produce more than equitably rewarded employees. • Over rewarded piece-work employees • produce less, but do higher quality piece work. • Under rewarded hourly employees • produce less/lower quality work. • Under rewarded piece-work employees • produce larger quantities of lower-quality piece work than equitably rewarded employees. Tolerance Pay & Benefits

31. Three types of Justice • Distributive Justice- Perceived fairness of the outcome (the final distribution). • “Who got what?” • Interactional Justice- The degree to which one is treated with dignity and respect. • “Was I treated well?” • Procedural Justice- The perceived fairness of the process used to determine the outcome (the final distribution). • “How was who gets what decided?” • Managers on Bad news • Openly Share information • Focus the actions

32. Traditional Explanation Current Perception Self-serving bias

33. Ethical Values and Behaviors of Leaders Expectancy Theory • Bottom line • All three links between the boxes must be intact or motivation will not occur. Thus, • Individuals must feel that if they try, they can perform And • If they perform, they will be rewarded And • When they are rewarded, the reward will be something they care about

34. Chapter Check-Up: Motivation • Rumana’s boss starts out the day each morning saying, “Bet you wish you didn’t have to be here, huh?” Knowing this, which theory gives us insight as to why Rumana may not be motivated at work?

35. Chapter Check-Up: Motivation • Would a gym membership be considered a motivator or hygiene factor, according to Herzberg?

36. Chapter Check-Up: Motivation • If you study really hard and only get a B on an exam, but your classmate barely studies at all and gets an A, what theory will help explain why you feel less motivated to go to class?

37. Chapter Check-Up: Motivation • What theory would say that this man, who knows he works hard and is performing well, will be motivated by a gym membership for being a high performer?

38. Quiz on Ch 5- Ch6 • No Homework! • 11th & 12th March • The Quiz with 101 Q • 75 MCQs • 25 SQ

39. Mid 2 on 28th Mar • Chapter 4-8 • 60 mins/ 25 Q

40. Term Group Project- topics • Due April 9th • Find an OB problem in a local organization • Use surveys …. To validate problem • Do the project- find guidelines at the project site