The Nature of Work Motivation

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Janice Allen
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2 Learning Objectives Appreciate why motivation is of central importance in organizations and the difference between intrinsic and extrinsic motivation Understand what we can learn about motivation from need theories Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-2

3 Learning Objectives Describe why expectancy, valence, and instrumentality are of central importance for work motivation Appreciate the importance of equity and the dangers of inequity Understand why procedural justice is so important and how to promote it Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-3

4 Motivating Employees How can managers motivate employees to provide excellent customer service? Enterprise Rent-a-Car company has an excellent Management Training Program for almost all entrylevel employees Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-4

5 What Is Work Motivation? Work motivation is the psychological forces within a person that determine the direction of a person s behavior in an organization, a person s level of effort, and a person s level of persistence in the face of obstacles Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-5

6 Elements of Work Motivation Exhibit 6.1 Direction of Behavior Which behaviors does a person choose to perform in an organization? Level of Effort Level of Persistence How hard does a person work to perform a chosen behavior? When faced with obstacles, how hard does a person keep trying to perform a chosen behavior successfully? Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-6

7 Motivation and Performance Performance is an evaluation of the results of a person s behavior Motivation is only one factor among many that contributes to an employee s job performance Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-7

8 Motivation Extrinsic Source of motivation is acquisition of material or social rewards or to avoid punishment Intrinsic Source of motivation is actually performing the behavior Behavior performed for its own sake Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-8

10 The Motivation Equation Exhibit 6.2 Inputs: Effort Time Education Experience Skills Knowledge Job behaviors Performance: Quantity Quality Level of customer service Outcomes: Pay Job security Benefits Vacation Satisfaction Pleasure Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-10

11 Need Theory What outcomes is an individual motivated to obtain from a job and an organization? Employees have needs that they are motivated to satisfy in the workplace Only unsatisfied needs motivate Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-11

14 Need Theories Alderfer s ERG Theory Three universal needs Hierarchy of importance Flexible movement among levels Maslow s Hierarchy of Needs Five universal needs Hierarchy of importance Once satisfied, need no longer motivates Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-14

15 Expectancy Theory_1 Does the individual believe that his or her inputs will result in a given level of performance? Employees will not be motivated to contribute their inputs to the organization unless they believe that their inputs will result in achieving a given level of performance, regardless of available outcomes Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-15

16 Expectancy Theory_2 Does the individual believe that performance at this level will lead to obtaining desired outcomes? Employees will be motivated to obtain given level of performance only if that level of performance leads to desired outcomes Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-16

17 Expectancy Theory Valence How desirable is an outcome? Instrumentality What is the connection between job performance and an outcome? Expectancy What is the connection between effort and job performance? Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-17

19 Yes or No? Will I be able to obtain outcomes I desire? Do I need to perform at a high level to obtain these outcomes? If I try hard, will I be able to perform at a high level? Motivation occurs only when the answer is YES to all three questions! Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-19

20 Equity Theory Are outcomes perceived as being at an appropriate level in comparison to inputs? From past experience or observation, employees will have a sense of what level of inputs should result in a certain level of outcomes Outcomes based upon inputs Different employees outcome/input ratios equal Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-20

21 Equity Theory Outcomes Pay Fringe benefits Job satisfaction Status Opportunities for advancement Job security Inputs Special skills Training Education Work experience Effort on the job Time Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-21

22 Equity Theory_2 Inputs lead to outcomes Objective level of outcomes does not determine work motivation Outcome/input ratio compared to ratio of referent others leads to work motivation Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-22

Conditions of Equity and Inequity Exhibit 6.

24 Ways to Restore Equity Change inputs or outcomes Change referent inputs or outcomes Change perceptions of inputs and outcomes Change the referent Leave the job Force referent to leave the job Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-24

25 Procedural Justice Theory Are the procedures used to assess inputs and performance and to distribute outcomes perceived as fair? Employees will not be motivated to contribute inputs unless they perceive that fair procedures will be used to distribute outcomes Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-25

26 Procedural Justice Theory Perceived fairness of the procedures used to make decisions about the distribution of outcomes Not the actual distribution of outcomes Procedural decisions How performance levels are evaluated How grievances are handled How outcomes are distributed Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-26

27 Procedural Justice Theory_2 Higher motivation occurs when procedures used to make decisions are perceived as fair Factors for determination of fairness Interpersonal treatment of employees Extent to which managers explain decisions to employees Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-27

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The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes.

28 . This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the WorldWideWeb) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall 6-28

MHR Chapter 5. Motivation: The forces within a person that affect his or her direction, intensity and persistence of voluntary behaviour

MHR Chapter 5. Motivation: The forces within a person that affect his or her direction, intensity and persistence of voluntary behaviour MHR Chapter 5 Motivation: The forces within a person that affect his or her direction, intensity and persistence of voluntary behaviour Employee Engagement: Individual s emotional and cognitive motivation,