chapter 5: foundations of employee motivation

Malow's Need Hierarchy Theory: Five Levels of Needs

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McGregor's Theory X and Theory Y

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Inputs "What do I perceive that I'm putting into my job?"

An employee's input, for which he or she expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended, experience, and personal experience.

Self Determination Theory: Competence, Autonomy, And relatedness

Developed by Edward Deci and Richard Ryan

Using Equity and Justice Theories to Motivate Employees

Employees perceptions Count Employees want a voice in decisions that affect them Employees should have an appeals process Leader behavior matters. A climate for justice makes a difference

Idea that not all individuals prefer and equal ratio of outputs to incomes?

Equity sensitivity

Self- Determination theory focuses

On intrinsic motivation.

Using McClelland's theory to motivate an employee with high need for achievement would include:

Providing balanced feedback and assingining challenging but achievable projects.

Valence "How much do I value the rewards I receive?"

The positive or negative value people place on outcomes.

Outputs "What do i perceive that I'm getting out of my job?"

Variety of outcomes for our work, including pay/bonueses, medical benefits, challenging assignments, job security, promotion, status symbols, recognition, and participation in important decisions

Comparison "How does my ratio of outputus to inputs compare with those of relevant others?"

Your feelings of equity come from your evaluation of whether you are receiving adequate rewards to compensate for your collective inputs.

Intensity in motivation

amount of effort being invested in the activity

Content theories of motivation

based on the idea that an employee's needs influence his or her motivation

Job Rotation

calls for moving employees from one specialized job to another.

Job design

can be referred as a job redsign or work design, refers to any set of activities that alter jobs to improve the quality of employee experience and level of productivity.

Needs

defined as physiological or psychological deficiencies that arouse behavior. Can be strong or weak and are influenced by environmental factors.

Persistence in motivation

how long that activity is the foucus of one's attention

According to Vroom....

motivation boils down to deciding how much effort to exert in a specific task situation. This choice is based on a two-stage sequence of expectations-moving from effor to performance and then from performance to outcome.

Herzberg's theory associates job satisfaction with factors relating to the

work content of the task being performed.

Forms of Job crafting

Change in the job's task boundaries Changes in the relational nature of the job Cognitive crafting

What motivates corrective action in Equity Theory?

Cognitive Dissonance

Elements of equity theory:

Comparing My outputs and inputs with those of others

The Three Innate needs

Competence "I need to feel efficacious" (qualified, knowledgeable, capable) Autonomy " I need to feel independent to influence my environment" Relateness " I want to be connected with others"

Two general categories of motivation theories

Content theories (Identify internal factors such as needs and satisfaction that energize employee motivation Process theories (explain the process by which internal factors and situational factors influence employee motivation)

5.3 Process theories of motivation

Describe how various person factors and situation factors in the Organizing Freamework affect motivation.

Interactinoal Justice (truth)

Describes the "quality of the interpersonal treatment people receive when procedures are implemented.

Bottom-up Approaches

Design is driven by employees rather than managers

Equity Sensitivity

Ex: Inidviduals who are high in equity sensitivity palce more importance on inputs (what they can give in a specific situation) versus those who place more importance on outcomes (what rewards they can get in a certain situation)

Herzberg's Motivator- Hygiene Theory: Two ways to improve satisfaction

Frederick Herzbergs

Expectancy Theory: Does my effort lead to desired outcomes?

Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.

Motivating factors: what makes employees satisfied?

Include achievement, recognition, characteristic of the work, responsibility, and advancement. They cause a person to move from a state of no satisfaction to satisfaction.

Hygiene factors: what makes employees dissatisfied?

Include company policy and adminstration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions. They cause a person to move from a state of no dissatisfaction to dissatisfaction.

Instumentality "What intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance?"

Is the perceived relationship between performance and outcomes.

The Three Acquired Needs (3 bubbles represents each varying need)

Need for Achievement- The desire to excel, overcome obstacle, solve problems, and rival and surpass others Need for affiliation, the desire to maintain social relationships, be liked, and join groups Need for power, the desire to influence, coach, teach, or encourage others to achieve.

Procedural Justice

Perceived fairness of the process and procedures used to make allocation decisions

Theory x

Pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishments. (carrots and sticks)

J.Stacy Adams

Pioneered the use of Equity thoery in the workplace

Job Characteristics Model

Promote high intrinsic motivation by designing jobs that pocessess give core job chacteristics. Job variety, Task identity, Task significance, autonomy, feedback.

Mativator-hygiene theory

Proposes that job satisfaction and dissatisfaction arise from two different sets of factors-satisfaction come from motivating factors and disatisfaction from hygiene factors

Motivation

Psychological processes that underlie the direction,intensity, and persistence of behavior or thought.

Job Enlargement

Puts more variety into a worker's job by combining specialized tasks or comparable difficulty.

Distributive Justice

Reflects the perceived fairness of the way resources and rewards are distributed or allocated

Idiosyncratic deals (I-deals)

Represents "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development.

Expectancy "Can I achieve my desired level of performance?"

Represents an individuals belief that a particular degree of effort will be followed by a particular level of performance.

Job crafting

Represents employee's attempt to proactively shape their work characteristics.

Five principal of top-down approaches

Scientific management Job Enlargement Job rotation Job enrichment Job characteristics model.

Need Hierachy Theory

States that motivation is a function of five basic needs: (bottom) Physiological, Safety, Love, Esteem, and Self-actualization(top) (pyramid)

Acqured needs theory(David McClelland)

States that three needs-achievement, affliation, and powers- are the key drivers of employee behavior. We learn or acquire needs by living our lives.

Scientific management (influenced by Frederick Taylor)

The kind of management which conducts a business or affairs by standards established by facts or truths gained through systmeatic observation, experiment, or reasoning.

Self-determination theory

Assumes that three innate needs influence our behavior and well-being-the needs for Competence, Autonomy, and Relatedness.

Expectancy theory can be used to predict

Behavior in situations where there is a choice between two or more alternatives.

Elements of Vroom's Expectancy Theory:

Expectancy, Instrumentality, and Valence

Two Types of motivation

Extrincsic(results from the potentail or actual recept of external rewards. Intrinsic(occurs when an individual is inspried by " the positive internal feelings that are generated by doing well"

Top-Down approaches

Management creates efficient and meaningful combinations of work tasts for employees. Can help employees display higher performance, job satisfaction, and engagement, and lower absenteeism and turnover.

The Five levels

Maslow proposed that the five needs are met sequentially and relate to each other in a "prepotent" hierarchy. (you need to satisfy a need in order to advance starting from Physiological)

Goal specificity

Means whether a goal has been quantified. Ex. A goal of increasing the score on your next OB test by 10 percent is more specific than the goal of trying to improve your grade on the next test.

Equity/Justice Theory

Model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

Theory Y

Modern and positive set of assumptions about people at work: THey are self-engaged, committed, responsible, and creative.

Job enrichment

Modiefies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement.

When all three elements in the model are high

Motivation is high

When any element is near zero

Motivation is low