BUAD 304 Chapter 5: Motivation

5 lessons to help managers apply equity and juice theories

1. Employee perceptions count 2. Employees want a voice in decisions that affect them 3. Employees should have an appeals process 4. Leader behavior matters 5. A climate for justice makes a difference

Mechanisms behind power of goal setting

1. Goals direct attention 2. Goals regulate effort 3. Goals increase persistence 4. Goals foster the development and application of task strategies and action plans

content theories include

1. McGregor's Theory X and Theory Y 2. Maslow's need hierarchy theory 3. acquired needs theory 4. self-determination theory 5. Herzberg's motivator-hygience theory

5 principals of top-down approach

1. scientific management 2. job enlargement 3. job rotation 4. job enrichment 5. job characteristics model

Using Herzberg's Theory to Motivate Employees

-Believed that the groups of hygiene and motivating factors did not interact, opposite of job satisfaction isn't job dissatisfaction but just no job satisfaction -> research doesn't support this 1. hygiene first - remove job dissatisfaction first 2. motivation next 3. verbal encouragement

job crafting

represents employees' attempts to proactively shape their work characteristics goal is to help employees experience a sense of meaning in their jobs three forms include task boundaries (taking on more or fewer tasks or altering scope), relational nature (quantity or quality of interactions), and cognitive crafting (perceive or think differently about the existing tasks)

extrinsic motivation

results from the potential or actual receipt of external rewards examples: recognition, money, or promotion

Need Hierarchy Theory (Maslow)

states that motivation is a function of five basic needs: 1. physiological (most basic needs: food, air, water, etc.) 2. safety (safe from psychological and physical harm) 3. love (desire to love and be loved) 4. esteem (need for reputation, prestige, recognition, self-confidence, strength) 5. self-actualization (desire for self-fulfillment - to become the best one is capable of becoming) Once a need is satisfied, it activates the next higher need in the hierarchy. Satisfied needs lose their motivational potential.

Acquired Needs Theory (McClelland)

states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace

need for achievement

the desire to excel, overcome obstacles, solve problems, and rival and surpass others

need for power

the desire to influence, coach, teach, or encourage others to achieve

need for affiliation

the desire to maintain social relationships, be liked, and join groups

Job Characteristics Model

to promote high intrinsic motivation by designing jobs that possess the five core job characteristics: 1. skill variety 2. task identity (high when a person works on a project from beginning to end and sees a tangible result) 3. task significance (the extent to which the job affects the lives of other people within or outside the organization) 4. autonomy 5. feedback (the extent to which an individual receives direct and clear information about how effectively he or she is performing the job)

goal specificity

whether a goal has been quantified

valence

describes the positive or negative value people place on outcomes

Motivation

describes the psychological processes "that underlie the direction (what), intensity (amount of effort), and persistence (how long someone does something) of behavior or thought" comes from the latin root, "movere" = to move

voice

discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside the organization with the intent to change the objectionable state of affairs and to improve the current functioning of the organization

Idiosyncratic deals (i-deals) approach

employee and management jointly design job

bottom-up approach

employee or work teams design job

Idiosyncratic deals (i-deals)

employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development goal is to increase intrinsic motivation

voice climate

environment in which employees are encouraged to freely express their opinions and feelings

Elements of Vroom's Expectancy Theory

expectancy, instrumentality, valence

process theories

explain the process by which internal factors and situational factors influence employee motivation

organizational justice

extent to which people perceive that they are treated fairly at work, which includes the three components distributive, procedural, and interactional justice

Edwin Locke and Gary Latham's theory of goal setting

goals that are specific and difficult lead to higher performance than goals like "do you best" or "improve performance"

motivating factors

including achievement, recognition, characteristics of the work, responsibility, and advancement - cause a person to move from a state of no satisfaction to satisfaction

hygiene factors

including company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions - cause a person to move from a state of no dissatisfaction to dissatisfaction -getting rid of hygiene factors doesn't create an immediate impact on satisfaction or motivation

expectancy

individuals' belief that a particular degree of effort will be followed by a particular level of performance

content theories

internal factors such as needs and satisfaction that energize employee motivation

personal power

negative face of power people with this need want to control others, and often manipulate people for their own gratification

equity sensitivity

not all individuals prefer an equal ratio of inputs to outcomes ex: those who are high in equity sensitivity place more importance on inputs versus those who place more importance on outcomes

intrinsic motivation

occurs when an individual is inspired by "the positive internal feelings that are generated by doing well" rather than being dependent on external factors examples: positive emotions, satisfaction, and self-praise

expectancy theory

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

procedural justice

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

instrumentality

perceived relationship between performance and outcomes, what intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance

needs

physiological or psychological deficiencies that arouse behavior

institutional power

positive form of the power need, desire to organize people in the pursuit of organizational goals and help people obtain the feeling of competence

job enlargement

puts more variety into a worker's job by combining specialized tasks of comparable difficulty also called horizontally loading the job

interactional Justice

quality of the interpersonal treatment people receive when procedures are implemented, are you being treated fairly when decisions are being implemented?

job design

refers to any set of activities that alter jobs to improve the quality of employee experience and level of productivity also called: job redesign or work design

distributive Justice

reflects the perceived fairness of how resources and rewards are distributed or allocated, ex: office size

Theory X vs. Theory Y

X: pessimistic view of employees, they dislike work, must be monitored, and can b motivated only with rewards and punishment Y: modern and positive set of assumptions about people at work, they are self-engaged, committed, responsible, and creative Study demonstrated that employees and teams had higher performance when managers displayed Theory Y behaviors

moderator

a variable that changes the relationship between two other variables ex: knowledge and skill, growth need strength, context satisfactions

self determination theory

assumes that three innate needs influence our behavior and well-being - the needs for competence ("I need to feel efficacious"), autonomy ("I need to feel independent"), and relatedness ("I want to be connected with others") research supports its proposition that the aforementioned needs support our intrinsic motivation

content theories of motivation

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

job rotation

calls for moving employees from one specialized job to another gives employees greater variety in their work benefits of this: - increased engagement and motivation - increased worker flexibility and easier - increased employee knowledge and abilities; builds pipeline of internal talent

Motivator-Hygiene Theory (Herzberg)

job satisfaction and dissatisfaction arise from two different sets of factors - satisfaction comes from motivating factors and dissatisfaction from hygiene factors

top down approach

management design job, managers changed employee's tasks with intent of increasing motivation and productivity

scientific management

management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

equity/justice theory

model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships key elements are inputs, outputs, and comparison of the relationship of the two larger the output/input ratio = greater expected benefit when comparing your own ratio with others, same ratio = equity, lower ratio = negative inequity (I'm dissatisfied), higher ratio = positive inequity (Am I satisfied? I see myself faring better than other)

job enrichment

modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement aforementioned characteristics are incorporated into a job through vertical loading more autonomy