Ch. 5: Foundations of Employee Motivation (power points)
bottom-up approaches: job crafting
employee's attempts to proactively shape their work characteristics represents proactive and adaptive employee behavior aimed at changing tasks, relationships, and cognitions associated with one's job can change how employees perceive their jobs, resulting in more positive attitudes about their jobs, which, in turn, results in increased employee motivation, engagement, and performance 3 key forms of job crafting: - changing one's task boundaries by altering the number, scope, or nature of job tasks - changes the relational nature of a job by changing the quality and/or amount of interaction with others encountered in a job - cognitive crafting by altering perceptions or thoughts about the tasks and relationships associated with a job
Using Maslow's Theory to motivate employees
Remember employees have needs beyond a paycheck Focus on satisfying employee needs related to self-concepts: Self-esteem, Self-actualization Satisfied needs lose their potential Be careful when estimating employee's needs
McGregor's Theory X
Theory X - a pessimistic view of employees which contends that they dislike work, must be monitored, and can only be motivated with rewards and punishment
process theories of motivation: equity theory
a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships this model is based on our evaluation and comparison of outputs and inputs with relevant others equity theory is based on cognitive dissonance theory, which contends that people are motivated to maintain consistency between their beliefs and their behavior equity theory contends that when people are victimized by unfair social exchanges, their resulting cognitive dissonance prompts them to correct the situation
McGregor's Theory Y
a modern and positive set of assumptions about people at work which contends that they are self-engaged, committed, responsible, and creative
job design
any set of activities that alter jobs to improve the quality of employee experience and level of productivity focuses on increasing employee motivation by changing the type of tasks employees complete
self-determination theory
assumes that three innate needs influence our behavior and well being: competence, autonomy, relatedness competence need: the need to feel efficacious; the desire to feel qualified, knowledgeable, and capable to complete an act, task, or goal autonomy need: the need to feel independent to influence one's environment; the desire to have freedom and discretion in determining what you want to do and how you want to do it relatedness need: the need to be connected with others; the desire to feel part of a group, to belong, and to be connected with others
two perspectives on motivation
content theories of motivation: focus on identifying internal factors such as needs and satisfaction that energize employee motivation --> examples: McGregor's Theory X and Y, Maslow's Need Hierarchy, McClelland's acquired needs, self- determination theory, Hygiene Theory process theories of motivation: focus on explaining the process by which internal factors and situational factors influence employee motivation -->examples: Expectancy Theory, Equity Theory
top down approach: what is the job characteristics model linked to?
increased job satisfaction enhanced employee intrinsic motivation increased performance reduced stress lower absenteeism
i-deals
jointly negotiated by the employees and individual managers employment terms individuals negotiate for themselves, taking myriad forms of flexible schedules to career development involve task and work responsibilities, schedule flexibility, location flexibility, and compensation the goal of such ideals is to increase employee motivation and productivity by allowing employees the flexibility to negotiate employment relationships that meet their needs and values.
top-down approach
management designs job
using self-determination theory
managers should influence behavior by creating work environments that support each need --> provide tangible resources, time, contacts, and coaching to improve competence --> empower employees and delegate meaningful assignments and tasks to enhance feelings of autonomy --> use fun and camaraderie to foster relatedness
motivation
the psychological processes that underlie the direction, intensity, and persistence of behavior or thought. Direction pertains to what an individual is attending to at a given time; intensity represents the amount of effort being invested in the activity; and persistence represents for how long that activity is the focus of one's attention
using hygiene theory to improve motivation
to improve motivation, managers can improve the motivators that drive satisfaction and improve hygiene factors that otherwise reduce job satisfaction
top-down approach: job enrichment
modifying a job to give employees an opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement job enrichment is achieved by vertical loading, which consists of giving workers more autonomy and responsibility
Applying Expectancy Theory
motivation is based on a two-stage sequence of expectations --> motivation is affected by an individual's expectation that a certain level of effort will produce the intended performance goal --> motivation is also influenced by the employee's perceived chances of getting various outcomes as a result of accomplishing his or her performance goal according to expectancy theory, employee motivation will be high when all three elements in the model are high( expectancy, instrumentality, and valence), and low if any element is near zero
Elements of Equity Theory
outputs: what do i perceive that i'm getting out of my job? inputs: what do i perceive that i'm putting into my job? comparison: how does my ratio of outputs to inputs compare with relevant others your feelings of inequity revolve around your evaluation of whether you are receiving adequate rewards to compensate for your collective inputs in comparison to the ration of relevant others there are three different equity relationships resulting resulting from an equity comparison: equity(i.e, person fares comparably), negative inequity(i.e, person fares worse than others), and positive inequity(i.e, person fares better than others)
two types of motivation
extrinsic and intrinsic
expectancy theory
holds that people are motivated to behave in ways that produce desired combinations of expected outcomes expectancy: an individuals belief that a particular degree of effort will be followed by a particular level of performance instrumentality: the perceived relationship between performance and outcomes valence: the positive or negative value of a reward or outcome
top-down approach: job enlargement
involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty this strategy is also referred to as horizontally loading the job because employees perform additional tasks of similar difficulty used alone without other motivational methods, it does not have significant and lasting positive effect on job performance
top-down approach: job characteristics model
promotes high intrinsic motivation by designing jobs that possess the five core job characteristics 1. skill variety: extent to which the job requires an individual to perform a variety of tasks that require him or her to use different skills and abilities. 2. Task identity: extent to which the job requires an individual to perform a whole or completely identifiable piece of work. 3. Task significance: extent to which the job affects the lives of other people within or outside the organization. 4. Autonomy: extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job. 5. Feedback: extent to which an individual receives direct and clear information about how effectively he or she is performing the job.
top-down approach: job rotation
moving employees from one specialized job to another to give them greater variety in their work by using job rotation, managers believe they can stimulate interest and motivation while providing employees with a broader perspective of the organization the cross-training used with job rotation can increase worker flexibility and ease scheduling employees might be more promotable with their new knowledge and abilities
intrinsic motivation
occurs when an individual is inspired by the positive internal feelings that are generated by doing well
hygiene theory
proposes that job satisfaction and dissatisfaction arise from two different sets of factors - satisfaction comes from motivating factors and dissatisfaction from hygiene facts hygiene factors --> cause a person to move from a state of no dissatisfaction to dissatisfaction and include company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions. motivating factors/motivators --> cause a person to move from a state of no satisfaction to satisfaction and include achievement, recognition, characteristics of the work, responsibility, and advancement Herzberg proposed that individuals will experience the absence of job dissatisfaction when they have no grievances about hygiene factors and that managers can motivate individuals by incorporating motivators into an individual's job.
Maslow's Hierarchy of Needs
physiological: most basic need. entails having enough food, air, and water to survive safety: consists of the need to be safe from physical and psychological harm love: the desire to be loved, includes the needs for affection and belonging esteem: need for reputation, prestige, and recognition from others. also includes need for self-confidence and strength self-actualization: desire for self-fulfillment --> to become the best one is capable of becoming Maslow contended that the five needs are arranged in a prepotent hierarchy, and he believed that human needs generally emerge in a predictable stair step fashion. Once a need is satisfied, it activates the next higher need in the hierarchy until the highest need, the need for self actualization is activated.
extrinsic motivation
results from the potential or actual receipt of external rewards such as recognition, money, or a promotion
top-down approach: scientific management
scientific management: conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning --> plus: increased efficiency and productivity --> negative: encourages repetitive jobs which may lead to job dissatisfaction, poor mental health, stress, and low sense of accomplishment and growth
bottom-up approach
driven by the employee
using equity theory
employee perceptions of the equity of the organization's policies, procedures, and reward systems are what count employee perceptions of justice are enhanced when they have a voice in the decision making process --> voice: the discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside of the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the organization --> voice climate is one in which employees are encouraged to freely express their opinions and feelings employees should be giving the opportunity to appeal decisions that affect their welfare employees perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers team performance what found to be higher in companies that possessed a climate for justice
McClellend's Acquired Needs Theory
states that three needs: achievement, affiliation, and power - are the key drivers of employee behavior need for achievement - the desire to excel, overcome obstacles, solve problems, and rival and surpass others need for affiliation - the desire to maintain social relationships, to be liked, and to join groups need for power - the desire to influence, coach, teach, or encourage others to achieve people vary in the extent that they possess these needs, and often one need dominates the other two people motivated by the need for achievement prefer working on challenging, but not impossible, tasks or projects and like to be rewarded for their efforts people motivated by the need for affiliation like to work in teams and in organizational climates characterized as cooperative and collegial and they tend to avoid conflict people with a high need for power like to be in charge, and they enjoy coaching and helping other develop
