6-1©2005 prentice hall understanding and managing organizational behavior 4th edition 6: the nature...
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6-1 ©2005 Prentice Hall
Understanding and
Managing Organizational
Behavior
4th Edition
Chapter 6:6:The Nature of Work The Nature of Work
MotivationMotivation
JENNIFER GEORGE JENNIFER GEORGE & GARETH JONES& GARETH JONES
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Chapter 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
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Chapter 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
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Opening Case: Motivating Employees at SAS Institute
How can organizations continue to grow and have satisfied employees in the hard times as well as the good times?
SAS – the largest privately owned software company in the world
9,000 employees 1 of the 100 Best Companies to Work for in
America and 100 Best Companies for Working Mothers
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What is Work Motivation?
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 Table 6.1
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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
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Motivation
Intrinsic– Source of
motivation is actually performing the behavior
– Behavior performed for its own sake
Extrinsic– Source of
motivation is acquisition of material or social rewards or to avoid punishment
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Theories of Motivation
Need Theory Expectancy Theory Equity Theory Procedural Justice Theory
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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
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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 outcomse
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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
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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
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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
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Need Theories
Maslow’s Hierarchy of Needs– 5 universal needs– Hierarchy of
importance– Once satisfied,
need no longer motivates
Alderfer’s ERG Theory– 3 universal needs– Hierarchy of
importance– Flexible movement
amongst levels
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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?
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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!
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Equity Theory
Inputs– Special skills– Training– Education– Work experience– Effort on the job– Time
Outcomes– Pay– Fringe benefits– Job satisfaction– Status– Opportunities for
advancement– Job security
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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
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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
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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
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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