1/23 Prepared by Argie Butler Texas A&M University PowerPoint Presentation to accompany...

1/23

Prepared by

Argie ButlerTexas A&M University

PowerPoint Presentation to accompany

Organizational Behavior11th Edition

Chapter 5—Fundamentals of Motivation

Don Hellriegel and John W. Slocum, Jr.

Chapter 5: PowerPoint 5.12/23

Learning Objectives for AchievingMotivation in the Workplace

Explain the basic motivational process

Explain how the design of jobs affect motivation

Describe the expectancy model of motivation

State how feelings of equity and inequity affect motivation

Describe two basic human needs approaches to motivation


Key Approaches to Motivationin the Workplace

Meeting basic human needs

Designing jobs that motivate people

Enhancing the belief that desired rewardscan be achieved

Treating people equitably


Factors Necessary for ArousingEmployee Motivation

Stimulated to gobeyond routineperformance andbecome creativeand innovativein their work

Plus

Attracted to jointhe organizationand remain in it

Plus

Allowed toperform thetasks for whichthey were hired

Individuals must be:


Core Phases of the MotivationalProcess (Figure 5.2)

1. Employeeidentifies

needs.

2. Employeesearches for

ways to satisfythese needs.

3. Employeeselects goal-

directedbehaviors.

6. Employeereassesses

needdeficiencies

5. Employeereceives either

rewards orpunishments.

4. Employeeperforms


Maslow’s Needs Hierarchy(Figure 5.3)

Self-Actualization

Esteem

Affiliation

Security

Physiological


Assumptions of Maslow’sNeeds Hierarchy

A satisfied need ceases to motivate behavior

Several needs affect a person’s behavior at any onetime

Lower level needs must be satisfied before higherlevel needs are activated

More ways to satisfy higher level needs than lowerlevel needs


Using the Needs Hierarchy Model

Satisfaction of deficiency needs fosters physicaland psychological health

Satisfaction of growth needs helps developmentas a human being

If not blocked, higher level needs will emerge andmotivate behavior

Order of needs may be influenced by culture

Organizational position or team membership canfacilitate growth need satisfaction


Learnedneeds

McClelland’s Learned Needs

Power motive

Action that affects others’ behavior and has astrong emotional appeal

Affiliation motive Establish, maintain,

and restore closepersonal relation-ships withothers

Achievementmotive

Compete againsta standard of excellence orprovide a uniquecontribution


Using the AchievementMotivation Model

Provide periodic performance feedback to employees

Provide good role models

Help employees modify self-images

Guide employee aspirations in setting and attainingrealistic goals

Communicate that managerial success is relatedmore to power than to affiliation


Motivator—Hygiene Model

Motivator factors

Work itself Recognition Advancement Responsibility Intrinsic to the job Internal to the

individual

Hygiene factors

Company policy andadministration

Technical supervision Salary Working conditionsInterpersonal relations Extrinsic to the job


Job Characteristics Enrichment Model (Figure 5.5)

Core jobCharacteristics

CriticalPsychological States

Personal andWork Outcomes

Experiencedmeaningfulness ofthe work

High internalwork motivation

High qualitywork performance

High satisfactionwith the work

Low absenteeismand turnover

Autonomy

Job FeedbackKnowledge of theactual results of thework

Individual Differences Knowledge and skill Growth-need strength Satisfaction with contextual factors

Skill varietyTask varietyTask significance

Experiencedresponsibility foroutcomes of the work


Basic Assumptions of theExpectancy Model

A combination of forces determines behavior

Individuals decide their own behaviors inorganizations

Different individuals have different needsand goals, and want different rewards

Individuals decide among alternatives basedon their perceptions


First-level outcomes—results of doing the job

Second-level outcomes—positive or negative events produced by first-level outcomes

Expectancy—effort-performance belief

Instrumentality—relationship between first-level and second-level outcomes.

Valence—preference for a second-level outcome

Key Variables in theExpectancy Model


Expectancy Model in Action (Figure 5.6)

EffortAttend classStudyTake notesPrepare for exams

Performance:Grade in Class

A B C D F

Self-confidence

First-level Outcomes Second-level Outcomes

Self-esteem

Personal happiness

Overall GPA

Approval of others

Respect of others

Expectancy

Instrumentality


Accurate measurement of effort is difficult

Importance of second-level outcomes hard to determine

Assumption that motivation is a conscious choice process

Potential Problems of theExpectancy Model

Works best in cultures that emphasize internal attribution(e.g. Canada, U.S.A., U.K.) rather than fatalism (e.g.Brazil, Iran, China)


Organizational Uses of theExpectancy Model

Determine outcomes that each employee values

Define measurable performance levels

Ensure that desired performance can be attained

Link desired performance and employees’ outcomes

Remember that motivation is based on perceptions

Make sure changes in rewards are linked toemployee’s effort


INPUTS OUTCOMES

Examples of Inputs and Outcomes in Organizations (Table 5.3)

Age

Attendance

Interpersonal skills, communication skills

Job effort (long hours)

Level of education

Past experience

Challenging job assignments

Fringe benefits

Job perquisites (parking space or office location)

Job security

Monotony

Promotion


INPUTS OUTCOMES

Examples of Inputs and Outcomes in Organizations (Table 5.3)

(continued)

Performance

Personal appearance

Seniority

Social status

Technical skills

Training

Recognition

Responsibility

Salary

Seniority benefits

Status symbols

Working conditions


Inequity as a Motivational Process(Figure 5.7)

Individualperceivesinequity

Individualexperiences

tension

Individualwants toreducetension

Individualtakesaction


Actually change inputs

Actually change outcomes

Mentally distort inputs or outcomes

Leave organization or transfer to another department

Change the reference group

Distort others’ inputs or outcomes

Ways to Reduce TensionProduced by Inequity


Emphasizes processes used to reach a decisionFocuses on fairness of rules and proceduresFair procedures lead to high job satisfaction

and performance

Emphasizes processes used to reach a decisionFocuses on fairness of rules and proceduresFair procedures lead to high job satisfaction

and performance

Procedural Justice

Employees going beyond what is formally required by the job

Focus on fair exchanges among employees

Employees going beyond what is formally required by the job

Focus on fair exchanges among employees

Organizational Citizenship Behavior

Decision-making Using Equity Theory


Organizational Usesof the Equity Model

Treat employees fairly

People make decisions concerning equity after comparing themselves with others

Procedural justice influences perceptions of organizational fairness

1/23 Prepared by Argie Butler Texas A&M University PowerPoint Presentation to accompany...

Documents

Transcript of 1/23 Prepared by Argie Butler Texas A&M University PowerPoint Presentation to accompany...