Motivation

Job Design: Job Characteristics Model Core Job Characteristics

job characteristics found to various degrees in all jobs skill variety task identity task significance autonomy feedback

Job Design: Motivator-Hygiene Model Motivators (No Satisfaction vs. Satisfaction)

jobs that do not offer achievement, recognition, stimulating work, responsibility, advancement

Job Design: Motivator-Hygiene Model Hygiene Factors (Dissatisfaction vs. No Dissatisfaction)

jobs w/ poor company policies and administration technical supervision salary interpersonal relationships with supervisors working conditions

Goal Setting in Organization: Management by Objectives

management system incorporating participation in decision-making, goal setting, and feedback

Equity Thoery

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

Expectancy Theory

motivation depends on the expectation that effort will lead to a valued outcome employees make cognitive evaluations before deciding to expend effort Effort→Performance→Outcome

Need Theory of Motivation: Maslow Hierarchy of Needs

motivation is a function of give basic needs humans needs emerge in a predictable stair step fashion once a need is satisfied it activates the next higher need in the hierarchy

Motivation

motivation represents the psychological processes that cause the arousal, direction and persistence of voluntary actions that are goal directed

Motivation Factors for Employees Overview

needs of employees characteristics of the task/job itself fairness attainability and value outcomes actively managing others through goals and objectives

Job Design: Job Characteristics Model Intrinsic Motivation

occurs when an individual is motivated to do one's work because of the positive internal feelings that are generated by doing well, rather than being dependent on external factors (such as incentive pay or compliments from the boss) for the motivation to work effectively

Integrated Model of Motivation: Contextual Factors

organizational culture, cross-culture values, job design, physical environment, rewards and reinforcement, group norms, communication technology, leader behavior, organization design

Organizational Justice: Distributive Justice

perceived fairness of how resources and rewards are distributed

Organizational Justice: Procedural Justice

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

P-E Fit:

person environment fit the compatibility between an individual and a work environment that occurs when their characteristics are well matched it is difficult for some one to be motivated when you don't feel like you "fit" in the organization

Integrated Model of Motivation: Personal Factors

personality, ability, core self-evaluations, emotions attitudes, needs

Need Theory of Motivation: Needs

physiological or psychological deficiencies that arouse behavior need theories of motivation posit that employees are motivated by jobs that fulfill their unmet needs

Vroom's Expectancy Theory: Valence

positive or negative value people place on outcomes

Motivating Employees Through Job Design: Job Design

any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivity

Motivation at Fedex

Cargo handling facility Handlers are paid reasonable hourly wage Goal=to pack planes up quickly Cargo handlers always running late problem with instrumentality b/c not a strong linkage to finishing ahead of schedule and money (actually made more money if stayed later b/c paid by the hour) breakdown in instrumentality, valence was high then they finally offered a bonus for finishing early and they got the outcome they wanted Effort (load packages) →Performance. (finish ahead of schedule) →Outcome ($$)

Goal Setting Theory: Motivational Functions of Goals

Direct attention→help us filter out distractions Regulate effort→provide us with urgency Increase persistence→goals help us follow through on long, difficult tasks Foster the development and application of task strategies and action plans→can cause us to plan more efficiently in advance

Job Design: Motivator-Hygiene Model

Herzberg hypothesized that motivators cause a person to move from a state of no satisfaction to satisfaction theory predicts managers can motivate individuals by incorporating "motivators" into an individual's job. At best, according to Herzberg's interpretation, an individual will experience no job dissatisfaction when he or she has no grievances about hygiene factors

Negative Inequity

another person received greater outcome from less input

Vroom's Expectancy Theory: Motivation

boils down to the decision of how much effort to exert in a specific task situation

Integrated Model of Motivation: Motivation and Employee Engagement

driven by both personal and contextual factors individual level group level organizational level

The Individual-Organization Exchange Relationship

employees inputs (for which they expects as just return) include education/training, knowledge, skills, abilities, creativity effort, and time on the outcome side, the organization provides such things as pay/bonuses, fringe benefits, challenging assignments, promotions, status symbols, recognition, sense of purpose, etc. -look at a similar levels as us and compare out outcomes to their outcomes and see if they have a better or worse ratio than us

Practical Lessons from Equity Theory

employees may be quite happy with their input/outcome ratio until they see it differs from another person no matter how far management thinks the organization's policies, procedures, and reward systems are, each employee's perception of the equity of those factors is what counts employees often try to gain a sense of equity by various means

Equitable Situation

equal ratio

Positive Inequity

higher ratio

Goal Setting Theory: Goal

what an individual is trying to accomplish; it is the object or aim of an action Companies that have these programs have higher productivity and higher employee satisfaction

Job Design: Job Characteristics Model Extrinsic Motivation

when an individual is motivated by external factors

Organizational Justice: Interactional Justice

quality of the interpersonal treatment people receive when procedures are implemented

Equity Sensativity

reflects an individual's "different preferences for tolerances for, and reactions to the level of equity associated with any given situation"

Vroom's Expectancy Theory: Expectancy

represents an individual's belief that a particular degree of effort will be followed by a particular level of performance

Vroom's Expectancy Theory: Instrumentality

represents an individual's belief that performance will lead to an outcome

What Contributes to Employee Engagement?

sense of choice sense of progress sense of competence sense of meaningfulness

Goal Setting Theory: Guidelines for Writing SMART Goals

specific: stated in precise rather than vague terms measurable: needed to assess the extent to which a goal is accomplished. Attainable: realistic challenging, attainable results oriented: focus on desired end results that support org. visions time bound: specify target dates for completion

Employee Engagement

the harnessing of organization members' whole selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance" when employees give all of themselves related to intrinsic motivation (think of engagement as a high level of intrinsic motivation