Download - Introduction to Work and Organizational Psychology Gerhard Ohrband 13 th lecture Work motivation
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Introduction to Work and Organizational Psychology
Gerhard Ohrband13th lectureWork motivation
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Course structure
Part I Introduction1 Managing diversity2 History and context for Work and Organizational
Psychology / Roles and methods
Part IIPeople at work3 Job Analysis and Design4 Personal Selection5 Training
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Course structure
6 Performance Appraisal: Assessing and Developing Performance and Potential
7 Job Stress and Health
Part IIIHuman Factors at Work8 Workload and Task Allocation9 Work Environments and Performance10 The Design and Use of Work Technology11 Safety at Work
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Course structure
Part IVOrganizations at Work12 Leadership and management13 Work motivation14 Teams: the challenges of cooperative work15 Organizational development (OD)
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Part IV – Organizations at Work13 Motivation in the workplace
Outline:1. Introduction2. Content theories linked to accounts of general
motivation3. Content theories derived from studies of
unemployed workers4. Content theories derived from studies of worker
behaviour5. Process theories6. Job enlargement and enrichment7. Integrating the theories8. Individual differences
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Outline This lecture summarizes the main theories
of work motivation. After this you should be able to1. Summarize the major tenets of the
theories2. Group the theories into types3. Evaluate the theories in terms of empirical
support and practical relevance4. Discuss the relationship between work
motivation and job satisfaction
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1. Introduction
Why do people do x?
Arnold, Robertson and Cooper (1995): three features of motivation
1. Direction2. Effort3. Persistence
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Perspectives in W/O Psychology Traditionally (fulfill
the aims of management):
Understand what motivates people so that their motivation could be increased; make them work harder and increase the profitability for the organization
Modern writers:Promote humanitarian
aims of increasing the workforce’s feelings of fulfillment, personal satisfaction and achievement
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McGregor’s (1960) Theory X and Y
Managers hold one of two alternative ideologies about worker motivation
Theory X: “workers are inherently lazy, dislike work and have to be forced and controlled by a combination of rewards and penalties.”
Theory Y: “workers have a psychological need to work, they want to achieve and have responsibility”
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Categorizing motivation theories
Content theories
Why do people work?
Process theories
What factors affect people’s willingness or persistence at work?
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Types of theory of work motivation
Theories of workmotivation
Content theories Process theories
Based on generalmotivation
From studying unemployed
From studyingworkers
Emphasis on motivation
Emphasis on job satisfaction
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2. Content theories linked to accounts of general motivation
Self-actualization
Esteem
Belongingness
Safety
Physiological
Growth needs
Deficiency needs
Maslow’s hierarchy of needs
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McClelland and need for achievement (nAch) Need for achievement (nAch): need to
accomplish something difficult Need for affiliation (nAff): need to
cooperate with other people Need for power (nPow): need to control the
activities of other people Questions: Do entrepreneurs have a
notably higher nAch? Do successful managers have s special profile, such as being high on nPow and low on nAff?
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McClelland and need for achievement (nAch) Underlying assumptions:a) People differ in terms of their standing on certain key
constructsb) These key constructs are nAch, nAff etc. Debate on whether the latter is correct Concurrent constructs: Protestant work ethic
(Furnham, 1997); employment commitment (Banks and Henry, 1993)
Attention: such constructs may be more relevant to some
people than others and may not apply to workers at all levels, of both sexes, in all cultures.
Problems with measuring the constructs Is nAch learnable or inborn?
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3. Content theories derived from studies of unemployed workers
Study the psychological effects of unemployment
Classic study by Jahoda, 1931, in the Austrian village of Marienthal
Manifest needs:Earning a living
Latent needs:•Social contact
•Status in the community•Purposefulness•Time structure
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4. Content theories derived from studies of worker behaviour
Money? Harpaz (1989): “Would you work if you did not need the money?”“Yes”: Great Britain 66% - Japan 95%In most countries the percentages for women are slightly Lower than for men.
Elton Mayo (1993): “Hawthorne effect” – almost regardless of the environmental changes introduced the output of the workers increased.
How workers behave depends on their informal groups: the group will develop norms about the ‘proper’ amount of work to do, and workers will keep to these norms rather than maximize their own level of income.
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Warr’s vitamin modelEnvironmental features Type Matching personal characteristic
Opportunity for control AD High GNS, high ability
Opportunity for skill use AD High GNS, relevant unused skills
Externally generated goals AD High GNS, high nAch
Variety AD High GNS
Environmental clarity AD High GNS, external control beliefs
Availability of money CE High desire for money
Physical security CE High desire for physical security
Opportunity for interpersonal contact
AD High sociability
Valued social position CE High desire for social esteem
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Vitamin model
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5. Process theories
Expectancy (VIE) theory: Vroom (1964): people are motivated
to behave so that they obtain the outcomes which they believe will provide the results they desire.
Valence Instrumentality Expectancy
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Goal-setting theory (Locke, 1968)
Basic tenets: Difficult goals lead to higher performance than
easy goals Specific goals lead to higher performance than
general goals Feedback on performance is necessary if
difficult specific goals are to show their benefitsQualifications: The goals have to be accepted by the
employee The difficult goals cannot be too difficult
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Job characteristics model (Hackman and Oldham, 1976)
Core job Dimensions
Skill variety
Task identity
TaskSignificance
Autonomy
Task feedback
Psychological states
Experienced meaningfulnessof the work
Experienced responsibilityfor outcome of the work
Outcomes
High internalworkMotivation
High qualitywork performance
High satisfactionwith the work
Low absenteeismand turnover
Knowledge of the actualresults of the work Activities
Growth Need Strength
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Job characteristics model
MPS= (skill variety + task identity + task significance)
x autonomy x feedback
3
MPS: motivational potential score
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Herzberg’s two-factor theory of job satisfaction
Two qualitatively different types of factors
Motivators: factors leading to satisfaction (receiving recognition, being given responsibility)
Hygiene factors: factors leading to dissatisfaction (relations with superiors, working conditions and pay)
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Other theories
Met expectations theory Equity theory Landy’s opponent-process model of
job satisfaction
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6. Job enlargement and enrichment
Job enlargement: adding other jobs of a similar level to a particular job
Job enrichment: adding tasks of a higher level
Example: an assembler may have the job ‘enriched’ by being asked to inspect the quality of the assembling as well as doing the assembling itself
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7. Integrating the theories
Mediating mechanisms:•Effort•Persistence•Direction•Task strategies
Specific high goals
High expectancy,self-efficacy
Commitment to theorganization and its
goals
Satisfaction and anticipated satisfaction
Contingent andNon-contingent rewards
High performance
Moderating factors:•Goal commitment•Feedback•Ability•Task complexity•Situational constraints
The high performance cycle of Locke and Latham (1990)
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8. Individual differences
Bond and Smith (1996) reviewed cross-cultural work in organizational psychology.Excerpt: “… achievement motivation, at least in East Asian collectivist cultures, is more socially oriented … the Western pattern of compulsive working with attendant health risks appears here to be attenuated by the centrality of family within Chinese culture (p.224)
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Discussion Points:1. Which of the theories is best suited to including
cultural differences in work motivation?2. Taking any two of the theories, consider whether
they are relevant to people who are not working, such as retired people. Should they be relevant to non-workers?
3. What are the main criteria one should use in judging the theories, and what is the most important single criterion?
4. Would the theories be different if they had been constructed by the workforce rather than by the management?
5. Do the theories help us to understand the work/home interface, and people’s needs to balance the demands of work and home?
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Literature: Arnold, J., Cooper, C.L. and Robertson, I.T. (1995). Work
Psychology. 2nd edn. London: Pitman. Banks, M.H. and Henry, P. (1993). Change and stability in
employment commitment. Journal of Occupational and Organizational Psychology, 66, 177-84.
Bond, M.H. and Smith, P.B. (1996). Cross-cultural social and organizational psychology. Annual Review of Psychology, 47, 203-235.
Furnham, A. (1997). The Psychology of Behaviour at Work. Hove: Psychology Press.
Hackman, J.R. and Oldham, G.R. (1976). Motivation through the design of work: test of a new theory. Organizational Behaviour and Human Performance, 16, 250-79.
Harpaz (1989). Non-financial employment commitment: a cross-national comparison. Journal of Occupational Psychology, 62, 147-150.
McGregor, D. (1960). The Human Side of Entreprise. New York: McGraw-Hill.