application of motivation concepts

8/4/2019 Application of Motivation Concepts

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Sehar Hassan, Ph.D. Psychology


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Which theory is more valid?

Theories presented are not in competition

with each other but actually complementeach other.

How these theories are tied together andinter-related.


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2005 Prentice Hall Inc.All rights reserved.63


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Basic foundation of this model is onExpectancy Theory.


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Expectancy Theory (Victor Vroom)

The strength of a tendency to act in a certain waydepends on the strength of an expectation that theact will be followed by a given outcome and on the

attractiveness of that outcome to the individual.


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1. Opportunities can either hinder or aidindividual effort.

2. Individual effort ---------Personal goals

Goal Directed Behavior


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The strength of a tendency to act in a certain way depends on thestrength of an expectation that the act will be followed by a givenoutcome and on the attractiveness of that outcome to the individual.

Relationship among above factors is influencedby some other factors

- Requisite ability to perform

- Performance appraisal system


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Relationship b/w rewards and goals

Motivation would be high to the degree that therewards an individual received for highperformance satisfied the dominant needsconsistent with individual goals.


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Basing rewards on the basis of performance

should decrease the individual intrinsicmotivation.


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This theory enters the model by recognizing thatthe organizations rewards reinforce the

individual performance.

The good reward will reinforce and encouragecontinued good performance.


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A high achiever is not motivated by anorganizations assessment of performance or

organizational rewards hence the link ofindividual effort with personal goals isindicated in the model.

They are internally motivated so not concernedwith effort performance, performance reward orreward goal linkages.


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This theory enters the model by recognizing thatthe organizations rewards (e.g. pay and

respect etc) they receive is justified relative toothers.


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All theories actually address outcome variables.

Outcome Variables are- Earnings

- Productivity

- Let see how these theories explain theseoutcome variables and how much accuratepredictions they able to make


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Maslow HierarchyERG Theory

Mc Clelland NeedsTwo Factor Theory

In general these theories are not validexplanations of motivation

Mc Clelland theory able to explain relationshipb/w Need for Achievement and Productivity


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Provide most powerful explanation betweenmotivation and one of the outcome variables(Productivity).

Does not strongly address absenteeism, turnoveror satisfaction.


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Can predict- Quality of work- Quantity of work- Persistence of effort- Absenteeism- Non-punctualityDoes not address

- Satisfaction- Decision to quit work


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Deals with- Productivity- Satisfaction- Absenteeism- Turn-overGet strongest support in literature.


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Focus on performance variables- Employee Productivity- Absenteeism- Turn over- Theory has support from literature as peopledo consider expected outcomes.


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Job characteristic Model and evaluating howjob motivates by changing work environment.

Three main ways how jobs can be re-designed

Three alternative work arrangements and how

it motivates employees



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Job Motivating Potential


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Characteristics:

1. Skill variety

2. Task identity3. Task significance

4. Autonomy

5. Feedback

Job CharacteristicsModel

Identifies five job

characteristics and theirrelationship to personaland work outcomes.


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Skill Variety: Variety of different activities and skill.E.g. Owner-operator of garage

Task Identity: Completion of whole identifiable task.E.g. dress designer and tailor

Task Significance: Degree to which job has substantialimpact. E.g. nurse and sweeper

Autonomy: Job provides substantial freedom andindependence. E.g. Salesperson decide himself most effective

approach for each customer Vs same mechanism for each.

Feed back: Direct and clear information aboutperformance. E.g. Testing i-pod themselves or byquality control.


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E X H I B IT 66

Source:J.R. Hackman and G.R. Oldham, Work Design(excerpted from pp. 7880). 1980by Addison-Wesley Publishing Co., Inc. Reprinted by permission of Addison-WesleyLongman, Inc.


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Core dimensions added to get single predictive indextcall MPS

MPS= Skill Variety + Task Identity + Task Significance x Autonomy x Feedback 3


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Job RotationThe periodic shifting of a workerfrom one task to another.

Job Enlargement

The horizontal expansionof jobs.

Job Enrichment

The vertical expansion of jobs.


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E X H I B IT 74Source:J.R. Hackman and J.L. Suttle, eds., Improving Life at Work(Glenview, IL: Scott Foresman, 1977), p. 138.


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FlextimeEmployees work during a common core time periodeach day but have discretion in forming their totalworkday from a flexible set of hours outside the core.

Job Sharing

The practice of having two or more people split a40-hour-a-week job.


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E X H I B IT 75


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Categories of telecommuting jobs:

Routine information handling tasks

Mobile activities

Professional and other knowledge-relatedtasks

TelecommutingEmployees do their work at home on a computerthat is linked to their office.


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Advantages

Larger labor pool

Higher productivity

Less turnover

Improved morale

Reduced office-space

costs

Disadvantages(Employer)

Less directsupervision of

employees

Difficult tocoordinate teamwork

Difficult to evaluatenon-quantitativeperformance


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Absence of obstacles that constrain theemployee. High levels of performance are

partially a function of the opportunity toperform.

E.g. Students graduated with same degreeget different job placements with different

facilities to do their work.



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Job characteristic Model

Characteristics:

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback


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Three main ways how jobs can be re-designed

1. Job Rotation

2. Job Enlargement

3. Job Enrichment


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Three alternative work arrangements andhow it motivates employees

1. Flex time

2. Job Sharing3. Telecommuting


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Able to give examples of Employee

Involvement Measures and show how theycan motivate employees

How Variable Pay Programs can increaseemployee motivation



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Employee Involvement Program

A participative process that uses the entire capacityof employees and is designed to encourage increasedcommitment to the organizations success.


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Participative ManagementA process in which subordinates share a significantdegree of decision-making power with theirimmediate superiors.


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RepresentativeParticipation

Workers participate in

organizational decisionmaking through a smallgroup of representativeemployees.

Works Councils

Groups of nominated or electedemployees who must be

consulted when managementmakes decisions involvingpersonnel.

Board Representative

A form of representativeparticipation; employees sit ona companys board of directorsand represent the interests ofthe firms employees.


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Quality Circle

A work group of employees who meet regularlyto discuss their quality problems, investigate

causes, recommend solutions, and takecorrective actions.


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Employee Stock Ownership Plans (ESOPs)

Company-established benefit plans in whichemployees acquire stock as part of their benefits.


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Flexible Spending Plans:allow employees to usetheir tax-free benefitdollars purchase benefitsand pay servicepremiums.

Modular Plans:

predesigned benefitspackages for specificgroups ofemployees.

Core-Plus Plans:a core of essentialbenefits and a menu-likeselection of other benefitoptions.

Employees tailor theirbenefit program tomeet their personalneed by picking and

choosing from a menuof benefit options.


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Types of programs Personal attention

Expressing interest

Approval

Appreciation for a job well done

Benefits of programs

Fulfill employees desire for recognition.

Encourages repetition of desired behaviors.

Enhance group/team cohesiveness and motivation.

Encourages employee suggestions for improvingprocesses and cutting costs.


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EmployeeInvolvement

Programs

Theory YParticipativeManagement

Two-Factor TheoryIntrinsic Motivation

Increase opportunitiesfor growth, involvement

in work itself.

ERG TheoryEmployee

Needs

Need for responsibility

Need of Achievement

Need of Recognition &Growth


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Give examples of Employee Involvement

1. Participative Management

2. Representative participation

3. Quality Circles

4. Employee Stock OwnershipPlans


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Motivating Employees in Organizations

Recognize individual differences.

Use goals and feedback.

Allow employees to participate in decisions thataffect them.

Link rewards to performance.

Check the system for equity.

application of motivation concepts

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