Chapter 6 The Nature of Work Motivation

1. Chapter 6The Nature of Work Motivation

2. Table 6.1 Elements of Work Motivation Direction of Behavior Which behaviors does a person choose to perform In an organization? Level of Effort How hard does a person work to perform a chosen behavior? Level of Persistence When faced with obstacles how hard does a person keep trying to perform a chosen behavior successfully?

3. Figure 6.1 The Motivation Equation Inputs: Effort Time Education Experience Skills Knowledge Job behaviors Performance: Quantity Quality Level of customer service Outcomes: Pay Job security Benefits Vacation Satisfaction Pleasure

4. Motivation and Performance • Performance is an evaluation of the results of a person’s behavior • Motivation is only one factor among many that contributes to an employee’s job performance • P= F(M+E+O) • Motivation, Effort, & Opportunity

5. Intrinsic actually performing the behavior Behavior performed for its own sake Extrinsic Based on acquisition of material or social rewards or Motivation

6. Theories of Motivation • Need Theory • Expectancy Theory • Equity Theory • Procedural Justice Theory

7. Maslow’s Hierarchy of Needs Self-Actualization

8. Table 6.3 Alderfer’s ERG Theory

9. Maslow’s Hierarchy of Needs 5 universal needs Hierarchy of importance Once satisfied, need no longer motivates Alderfer’s ERG Theory 3 universal needs Hierarchy of importance Flexible movement amongst levels Need Theories

10. Theories of Motivation • Need Theory • Expectancy Theory • Equity Theory • Procedural Justice Theory

11. Expectancy Theory • Effort------- Performance ---Rewards • Expectancy • Valence • Instrumentality

12. Expectancy Theory • Valence • How desirable is an outcome? • Instrumentality • What is the connection between job performance and an outcome? • Expectancy • What is the connection between effort and job performance?

13. Figure 6.3 Expectancy Theory

14. Equity Theory • What? • Compare inputs to outcomes • Who? • Inside/outside of occupation • Inside/outside organization • Inside/outside of nation

15. Inputs Special skills Training Education Work experience Effort on the job Time Outcomes Pay Fringe benefits Job satisfaction Status Opportunities for advancement Job security Equity Theory

16. Equity Theory • Inputs lead to outcomes • Objective level of outcomes does not determine work motivation • Outcome/input ratio compared to ratio of referent others leads to work motivation

17. Table 6.4 Conditions of Equity and Inequity

18. Ways to Restore Equity • How do you restore equity if inequity is perceived?

19. Procedural Justice Theory • What? • Perceived fairness of the procedures used to make decisions about the distribution of outcomes • Not the actual distribution of outcomes • Distributive justice • Actual distribution

20. Procedural Justice Theory • Procedural decisions • How performance levels are evaluated • How grievances are handled • How outcomes are distributed

21. Procedural Justice Theory • Higher motivation occurs when procedures used to make decisions are perceived as fair • Factors for determination of fairness • Interpersonal treatment of employees • Extent to which managers explain decisions to employees

22. Opening Case: Motivating Employees at SAS Institute • How can organizations continue to grow and have satisfied employees in the hard times as well as the good times? • SAS – the largest privately owned software company in the world • 9,000 employees • 1 of the 100 Best Companies to Work for in America and 100 Best Companies for Working Mothers