Chapter 9 Motivation. Motivation. Motivation. Motivation. Need-Motive-Value Theories. Need-Motive-Value Theories. Trivia Question

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1 Trivia Question Where did win one for the gipper come from? Chapter 9 What are the 3 components of motivation? 3 major categories of motivation. Major theories of motivation. How the theories are applied to work settings. Definition of Involves 3 components Direction Strength/Energy Persistence/Duration Three Broad Categories of Overview Maslow s Hierarchy of Needs Aldefer s ERG Theory Herzberg s Two-Factor Theory Job Characteristics Theory In general Perspective emphasizes personality traits, stable dispositions, needs, and values as foundation for behavioral differences. Needs Force that organizes perceptions, beliefs, cognitions, and actions that reduce force and bring about a steady state. 1

2 Maslow s Hierarchy of Needs We are aroused by certain needs that are biological and instinctive in nature Lower Order Needs Physiological, i l Safety, and Love Higher Order Needs Esteem, Self-Actualization Motivated first by lower; when these are met, higher-order become more important Although still popular in business world, scientific community has criticized several components. Maslow s Hierarchy of Needs Criticisms Lack of empirical support Hard to test Not very many people are thought to ever reach self-actualization. Self-actualization is not clearly defined or understood. Needs may operate simultaneously. Alderfer s ERG Theory Focused on subjective states of need satisfaction and desire Existence Needs Equivalent to Physiological and Safety needs Relatedness Needs Correspond to Love needs Growth Needs Parallel Esteem and Self-Actualization All 3 Categories can operate simultaneously Frustration-Regression: individual frustrated at a higher level refocuses energy on satisfying lower need Herzberg s Two-Factor Theory Determinants of job satisfaction are different from those for job dissatisfaction Motivators factors that lead to satisfaction, such as recognition, interesting work, & responsibility Hygienes more to do with job context, lead to dissatisfaction (supervisory problems, low pay) Two levels of needs Hygienes deal with basic level needs, Motivators have more to do with truly enjoying and being motivated by one s job Alderfer's ERG Theory Growth Relatedness Existence Maslow's Hierarchy Esteem Love Safety Physiological Self-Actualization Hertzberg's Two-Factor Theory Motivators Hygienes What support do we have for these theories? Very mixed results Main problem stems from difficulty defining and measuring needs. But, these theories were instrumental in setting the stage for other researchers who have developed well-supported theories. 2

3 Job Characteristics Theory Job Characteristics Theory Fit between individuals and jobs Match people to jobs or Change jobs to fit people is combination of personality and characteristics of job. 5 Core Job Dimensions influence 3 Psychological States which affect Personal and Work Outcomes CORE JOB DIMENSIONS CRITICAL PERSONAL AND PSYCHOLOGICAL WORK STATES OUTCOMES GROWTH NEED STRENGTH (GNS) Job Characteristics Theory Two major implications Design jobs with 5 core dimensions in mind (e.g., autonomy) Managers should consider placing employees in jobs that fit their needs. Individual differences in need for core job dimensions. Stress that people are rational decisionmakers People not driven by inner needs or controlled by their environment Adams Expectancy Theory Vroom; Lawler Perception about fairness affects employees motivation, behaviors, and attitudes. Social comparison of ratio of inputs to outputs. What are some inputs and outputs? Inputs Education KSAs Experience Diversity Outputs Compensation Benefits Recognition Learning Opportunities Satisfaction 3

4 Four main postulates 1. People strive to maintain a state of equity. 2. When inequity is perceived, a state of tension results. 3. When faced with this tension, people are motivated to reduce the tension. 4. The greater the magnitude of the perceived inequity, the greater the motivation to act to reduce the tension. How to Reduce Perceptions of Inequity Change Inputs e.g., alter effort Change Outcomes e.g., ask for a raise or more recognition Alter Perceptions e.g., convince self that ratio is really equitable Change Comparison Other Important recent finding shows that persistent inequity leads to job burnout Expectancy Theory 3 important components that determine choice of alternatives Valence Level of satisfaction to be derived from some outcome Instrumentality Perceived relationship between performance of a behavior and likelihood of a certain outcome Expectancy Individual s belief about the likelihood of achieving a desired performance level when exerting effort Expectancy Theory Beliefs about V, I, & E interact in a way that people seek pleasure and avoid pain (hedonistic). All three components are important a 0 on any component results in no motivation. Organizations can influence motivation by modifying the weak component in the chain This theory applies to within-person choices, not between-person choices Expectancy Theory Research Predict employees intentions better than behaviors Many studies use VIE for between-group comparisons, which isn t the way to go Individual components are well supported and related to work outcomes. Self Regulation Theories Individuals monitor their own behaviors and make adjustments in pursuit of goals Focus on Volition or Will rather than intentions or choice Select a goal and decide how to get there. Goal-Setting Theory Social Cognitive Theories Control Theory 4

5 Goal-Setting Theory Goals affect behavior in four ways 1. Goals direct our attention toward a particular task. 2. Goals mobilize on-task effort. 3. Goals enable us to be persistent in their pursuit. 4. Goals help us facilitate cognitive strategies that are used to attain the goal. Goal-Setting Theory is enhanced when employees are committed to specific, challenging goals when feedback about progress toward goals is provided These findings are well-supported from much research conducted over the last 35 years. One of most robust theories, as well as being parsimonious. Social Cognitive Theories determined by interaction of cognitive, behavioral, individual, and environmental factors. Bandura s work Self-Regulation composed of 3 major components Self-Observation Attention paid to specific aspects of behavior monitoring component. Self-Evaluation Attention paid to feedback processes evaluative component. Self-Reactions Internal response to Self-Evaluation (e.g., being happy, disgruntled with performance) Social Cognitive Theories Self-Efficacy Expectations Reflect an individual s beliefs in capabilities to mobilize the motivation, cognitive resources, and courses of action needed to exercise control over life events It s not enough to have the skills to do something, one must believe in own capabilities My research Found that self-efficacy was one of best predictors of older workers engaging in selfdirected development behaviors. Control Theory Room thermostat al theories that center around the existence of a negative feedback loop Negative feedback loop results from comparison of performance feedback with goal or standard when discrepancy exists, we seek to reduce it Control Theory People are goal directed and use goals, intentions, values, and wishes in daily lives to move forward Self-Focus discrepancy is more important for those high in self-focus Disengagement Sometimes it is good to give up on a task as part of a self-regulatory response Sometimes, control systems must be overridden to cause disengagement, which allows progression rather than regression 5

6 Applications of al Theories Organizational Behavior Management Largely based on operant conditioning (reinforcement) Applied Behavioral Analysis Based on ABC Model Antecedents Behavior Consequences Behavioral Management Cont d Summarized in 5 steps 1. Target behaviors that need to change. 2. Measure behaviors to get a baseline. 3. Assess current links between behaviors and consequences. 4. Set goals for desired behaviors and provide rewards for meeting goals. 5. Evaluate the success of the intervention. Goal-Setting and MBO Goal setting is very successful especially when the goals are challenging g and feedback is provided. Has been used in number of settings including changing behaviors to reach sales goal (e.g., first step is to use customer s name). Management by Objectives (MBO) 2 essential factors System for establishing work-related goals. Procedure for assessing attainment of goals. Four Basic Stages Managers and subordinates set goals together for a specified time period. Set road map for attainment of goals. Conduct performance review. Set performance goals for next period based on knowledge of last periods performance. Job Enrichment Process of increasing the motivating potential of jobs. Usually survey employees to see points of dissatisfaction. Modifications can include job redesign, trading assignments, work schedules, etc. But, must be careful if surveying then employees will expect change. 6

MOTIVATION. Processes and Theories

MOTIVATION. Processes and Theories MOTIVATION Processes and Theories WHAT IS MOTIVATION? DERIVED FROM LATIN MOVERE - TO MOVE IS A PROCESS THAT STARTS WITH A PHYSIOLOGICAL OR PSYCHOLOGICAL DEFICIENCY OR NEED THAT ACTIVATES A BEHAVIOUR OR