Motivation

The brother-in-law syndrome (equity theory)

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Additions (Expectancy Theory)

Degree to which effort leads to performance is modified by employee's abilities (skills, training, etc.) Ability of valued rewards to satisfy needs is modified by "perceived equity"

Individual Differences after job redesign:

Employees may differ in the way they respond to the redesign of their jobs Growth-need Strength Knowledge and Skills Satisfaction with Work Context

Expectancy (and influences)

Expectancy is belief that effort leads to a specific level of performance (varies from 0 to 1) Influences on expectancy: Self-efficacy (affected by previous success at task) Help received from others Information materials, equipment necessary to complete task

Expectancy Theory (and Three Factors)

Need theories focus on what motivates behavior Expectancy theory (formulated by Victor Vroom in the 1960s) focuses on how employees decide which behaviors to perform how much effort to exert individuals as rational, careful processors of information Expectancy, Instrumentality, Valence

Referent

Referent: Other employee or group of employees, oneself at a different place or time, one's expectations

Outcome/input ratio:

Relationship between what an employee gets from a job (outcomes) and what the employee contributes to the job (inputs)

Influences on individuals' expectancies:

Self-efficacy (affected by previous success at task) Help received from others Information materials, equipment necessary to complete task

Problems with Expectancy Theory

Tendency to assume that performance means easily measurable, individual, bottom-line results Rewards can easily be tied to performance when employee is relatively autonomous. But what happens if employee is part of larger group? Timeliness of reward administration is easy to achieve with intrinsic rewards which flow from performance itself (employee reward themselves) but more difficult for extrinsic rewards, such as pay increases or promotions Meeting the requirement of equity, both external (other organizations) and internal equity (same organization)

Ways to restore equality (equity theory)

Types: Equity, Overpayment Inequity, Underpayment Inequity Employees can change their inputs or outcomes (e.g., underpayment inequity is restored by reducing one's inputs or increasing one's outputs) Employees try to change their referents' inputs or outcomes (e.g., underpayment inequity is restored by increasing others' inputs or decreasing their outputs) Employees can change their perception of inputs and outcomes (either their own or their referents') (especially for overpayment inequity) Employees can change their referent Employees leave the job or organization or force the referent to leave

Basic motivation process

Unsatisfied Need-->Tension-->Drive-->Search Behavior-->Satisfied Need-->Reduction of Tension

Valence

Valence is desirability of an outcome to an individual (varies from -x to +x) Depends on an individual's needs (→ Maslow) Remember: Reward system represents mix of intrinsic and extrinsic rewards (monetary rewards should be at least 7% above employees' base pay to truly motivate people)

Self-efficacy

an individual's belief that he or she is capable of performing a task

Equity Theory

holds that motivation is a function of fairness in social exchanges When victimized by unfair social exchanges, corrective action is taken (from slight change in attitude or behavior to stealing and trying to harm someone)

Motivation

processes that account for an individual's intensity, direction, and persistence of effort toward a goal

Ability

the mental or physical capacity to do something

Satisfaction with Work Context

Extent to which employees are satisfied with extrinsic outcomes, such as pay, benefits, job security, etc.

Knowledge and Skills

Extent to which individual possesses knowledge and skills necessary to perform job effectively

Growth-need Strength

Extent to which individual wants his or her work to contribute to personal growth, learning, and development

Autonomy

Extent to which job allows freedom to schedule work and decide how to carry it out

Task significance

Extent to which job has impact on lives of other people (in or out of organization)

Task identity

Extent to which job involves performing a whole piece of work from its beginning to its end

Skill variety

Extent to which job requires employee to use a number of different skills or abilities

Feedback

Extent to which performing job provides clear information about effectiveness

Instrumentality

Instrumentality is belief about extent to which performance will lead to attainment of a particular outcome (varies from -1 to +1) Instrumentality of +1: Attainment of particular outcome is totally dependent on task performance Instrumentality of -1: Performing certain behaviors reduces the chance of obtaining outcome

Autoliv Example

Job Rotation Autoliv automobile airbag manufacturing plant Autoliv replaced its assembly line with U-shaped production cells that consist of a group of workstations staffed by handful of employees Worker change their job every 24 minutes when Autoliv announces job rotation by piping rock music from Steam: Na, na, na, na, hey, hey, hey, good-bye

Job characteristics model (5 core dimensions):

Job characteristics model: An approach to job design that aims at identifying characteristics that make jobs intrinsically motivating Built on early approaches but went further → attempt to identify exactly which job characteristics contribute to intrinsically motivating work Each job has five core job dimensions: Skill variety Task identity Task significance Autonomy Feedback

Job enrichment

Job enrichment: Increasing employee's responsibility and control over work (vertical job loading) Allow employees to plan their own work schedules (e.g., allow secretary to determine when he or she does various tasks and how much time to allow for each activity) Allow employees to decide how the work should be performed (e.g., if managers wants secretary to prepare a new company brochure, manager may let secretary decide how to design brochure) Allow employees to check their own work (e.g., instead of insisting that secretary gives a draft of the brochure to the manager to check for errors, the manager holds the secretary responsible for producing an error-free brochure) Allow employees to learn new skills (e.g., secretary may be given opportunity to learn bookkeeping)

Motivation Through the Design of Jobs

Job rotation (or cross-training): periodic shifting of an employee from one task to another (usually at the same level with similar skill requirements) Autoliv Example Job enrichment: Increasing employee's responsibility and control over work (vertical job loading) Job characteristics model: An approach to job design that aims at identifying characteristics that make jobs intrinsically motivating