14 work motivation

Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved

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Work Motivation


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Learning Objectives

• Describe four approaches that can be used to explain employee motivation and satisfaction.

• Explain how managers can use goals and rewards to improve performance.

• Describe how jobs can be designed to be motivation and satisfying.


3

Learning Objectives (cont.)

• State how the organization context affects motivation and satisfaction.

• Describe how individual differences in needs can affect employees’ work.

• Describe how understanding motivation can help managers improve employee performance and satisfaction.


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Understanding Motivation and Satisfaction

• Motivation is a psychological state that exists whenever internal and/or external forces stimulate, direct, or maintain behaviors.

• Satisfaction is a psychological state that indicates how a person feels about his or her situation, based on a evaluation of the situation.


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Employee Motivation and Satisfaction(adapted from Figure 14.1)

Consequences for employersAnd employees

- Improved individual and team performance- Satisfied Customers- High Morale- Reduced turnover

Employee MotivationEmployee Satisfaction

ManagerBehavior

JobDesign

OrganizationContext

IndividualDifferences


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Managerial Approach

• Goal-setting theory states that managers can direct the performance of their employees by assigning specific, difficult goals that employees accept and are will to commit to.

• Management by objectives (MBO) is a participative goal-setting technique used in many U.S. organizations.


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How Goal Setting Works(adapted from Figure 14.2)

Goals-Specific-Difficult-Accepted

Effects on Employee-Directs attention-Energizes-Encourages persistency-New strategies developed

Performance

Feedback


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Process of Reinforcement and Behavior Change (adapted from Figure 14.3)

Employee Avoids aNegative Consequence(Negative Reinforcement)

or

or

or

Employee Experiences aReward(Positive Reinforcement)

Employee Experiences No Consequences(Extinction)

Employee Experiences aNegative Consequence(Punishment)

A SituationExperiencedBy Employee

Employee ReactsBy Exhibiting

Behavior X

StimulusResponse ofEmployee

(Behavior X)

Consequences forEmployee

Likelihood of BehaviorX in a Similar Future

Situation


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Managerial Approach (cont.)

• Expectancy theory states that people tend to choose behaviors that they believe will help them achieve their personal goals (e.g., a promotion or job security) and avoid behaviors that they believe will lead to undesirable personal consequences (e.g., a demotion or criticism).


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Expectancy Theory(adapted from Figure 14.4)

?

??

InstrumentalityQuestion:If I perform thebehavior, whatwill be theconsequences?

Valence Question:How much do I valuethe consequencesassociated with thebehavior?

Expectancy Question:If I make an effort, willI be able to performthe behavior?

Effort Performance

Obtain desired outcomes(e.g., rewards,

recognition, pride)

Receive undesirable outcomes(e.g., punishment, ridicule

shame)


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Job Design Approach

• Job characteristics theory states that employees are more satisfied and motivated when their jobs are meaningful, when jobs create a feeling of responsibility, and when jobs are designed to ensure that some feedback is available.


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Job Characteristics Theory(adapted from Figure 14.6)

Gro

wth

Nee

d St

reng

th

Three Critical Psychological States

Experienced Experienced Knowledge ofmeaningfulness responsibility for actual workof work work outcomes results

Personal and Work Outcomes

High internal High-quality High satisfaction Low absenteeismwork work with the and turnovermotivation performance work

Five Job Characteristics

Skill variety Autonomy FeedbackTask IdentityTask significance


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Organizational Approach

• Herzberg’s two-factor theory states that two separate and distinct aspects or the work context are responsible for motivation and satisfying employees.


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Two–Factor Theory(adapted from Figure 14.7)


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The Link between Recognition and performance (adapted from Figure 14.8)

Recognizing employees helpsme motivate them.

75

Recognizing my employees for good workmakes it easier to get the work done.

908580 95

Providing non-monetary recognition whenthey do well improves their performance.

Recognizing employees providesthem with useful feedback.

PercentPercent managers agreeing


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Organizational Approach (cont.)

• Equity theory states that employees judge whether they’ve been treated fairly by comparing the ratio of their outcomes and inputs to the ratios of others doing similar work.

• Reactions to perceived inequity– Increase their outputs– Decrease their outputs– Change their compensation through legal or other actions– Modify their comparison by choosing another person for

comparison– Distort reality by rationalizing that the inequities are justified– Leave the situation


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Individual Differences Approach

• A need is a strong feeling of deficiency in some aspect of a person’s life that creates an uncomfortable tension.

• Hierarchy of needs describes the order in which people seek to satisfy their desires.


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Moving up and Down the Needs Hierarchy(adapted from Figure 14.9)

Satis

facti

on-P

rogr

essio

n Frustration-Regression


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Guidelines for Managers

• Clearly communicate the organization's mission to employees and explain how their contribution to the organization will help the organization realize its mission.

• State the behaviors and performance achievements that are desired and explain how they will be rewarded.

• Design jobs with high motivating potential.• Provide frequent and constructive feedback.


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Guidelines for Managers (cont.)

• Provide rewards for desired behavior and outcomes.

• Provide rewards that employees value.• Provide equitable rewards.• Recognize that each person is unique.

14 work motivation

Leadership & Management