OB Lecture 3, Chapter 7+8, Motivation

Motivation

Motivation

The processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal

Intensity of motivation

How hard you try

Direction of motivation

What you need to do

Persistence of motivation

How long can you maintain your effort

Hierachy of Needs(Maslow)

Theory of Needs (McClelland)

Theory that everyone is driven by one of the three needs: Achievement, Power or Affiliation

Need for achievement

Need to excel or achieve to a set of standard

Need for power

Need to make others behave in a way they would not have otherwise

Need for affiliation

Need to establish friendly and close interpersonal relationships

Two-factor theory (Herzberg)

When sufficient, people will not be dissatisfied nor satisfied

McGregor’s theory X

• People are lazy

• People inherently(from nature) dislike work and responsibility

• People need to be coerced(forced), monitored and controlled

McGregor’s theory Y

• People like to work

• People seek responsibility

• People don’t need to be coerced, monitored and controlled

Self-Determination Theory

Theory that suggests that all humans have three basic psychological needs

Cognitive evaluation theory (Deci and Ryan)

Extrinsic rewards will reduce intrinsic interest in a task

Goal-Setting Theory (Locke and Latham)

Theory about specific and difficult goals, with feedback, lead to higher performance. Self-generated feedback is better than external

Goal Commitment

Goal-Setting Theory assumes an individual is commited to the goal and determined not to shirk or abandon it

Task characteristics

GST assumes that simple and independent tasks are better than complex and interdependent tasks

National culture

Changes according to dimensional scores of GLOBE needs more research

Self-Efficacy Theory (Bandura)

An individual’s belief of being capable of performing a task

Self-Efficacy Theory: Enactive mastery

Confidence through experience

Self-Efficacy Theory: Vicarious modeling

If others can do it….

Self-Efficacy Theory: Verbal persuasion

Motivational speakers

Self-Efficacy Theory: Arousal

Get energized

Expectancy Theory (Vroom)

1. Expectancy: Will my effort lead to high performance?

2. Instrumentality: Will performance lead to outcomes?

3. Valence: Do I find the outcomes desirable?

Equity Theory (Adams)

The theory about motivation depending on fairness in their work relationships

What would employees who perceive inequity do?

• Change inputs

• Change outcomes

• Distort perceptions of self

• Distort perceptions of others

• Choose a different referent(vergelijking met andere)

• Leave the field

Organizational Justice

Overall perception of what is fair in the workplace

Distributive Justice

Perceived fairness of outcome

Procedural Justice

Perceived fairness of process used to determine outcome

Interactional Justice

Sensitivity to the quality of interpersonal treatment

Job design

The way elements in a job are organized

Core job dimensions

• Skill variety

• Task identity

• Task significance

• Autonomy

• Feedback

Job rotation

The periodic shifting of an employee from one task to another

Job enrichment

Adding high-level responsiblities to a job to increase intrinsic motivation

Telecommuting

Working from home at least two days a week through virtual devices that are linked to the employer’s office

Flextime

Flexible work hours

Job sharing

An arrangement that allows two or more individuals to split a traditional full-time job

Motivation through extrinsic rewards: Piece-rate pay

Fixed sum per unit of production. Positive relationship effort-pay, but not fit for all jobs

Motivation through extrinsic rewards: Merit-Based pay

Performance appraisal rating. Potentially positive relationship performance-pay. However validity of performance rating often questionable

Motivation through extrinsic rewards: Bonuses

Meeting goals. Financial gains but employee tends to meet goals at all cost

Motivation through extrinsic rewards: Skill-based pay

Number of skills of employees, number of jobs they can do. Flexibility and facilitates communication. However all the required skills have to be learned

Motivation through extrinsic rewards: Profit-sharing

Company’s profitability. Psychological ownership

Motivation through extrinsic rewards: Gainsharing

Group productivity. Cost-saving but tend to have lazy people

Motivation through extrinsic rewards: Employee stock ownership plan (ESOPs)

Company stock. Psychological ownership, but what if stock price goes down?