07_rob_eob_3ce_pp_ch071 (1)

Essentials of Organizational Behaviour

Introduction

  • Title: Essentials of Organizational Behaviour

  • Edition: Third Canadian Edition

  • Authors: Stephen P. Robbins, Timothy A. Judge, Katherine E. Breward

  • Focus: Chapter 7 - Motivation

Learning Objectives

Key Areas of Focus

  • 7.1 Describe the three key elements of motivation.

  • 7.2 Evaluate the applicability of various motivation theories:

    • Hierarchy of needs theory

    • Two-factor theory

    • McClelland’s theory of needs

    • Self-determination theory

  • 7.3 Explain the differences between:

    • Goal-setting theory

    • Equity theory

    • Expectancy theory

      • Application in workplace settings

  • 7.4 Discuss organizational justice and the four types of justice that influence it.

  • 7.5 Explain the job characteristics model and its effects on motivation through environmental changes.

  • 7.6 Compare redesign methods for jobs and work arrangements to enhance employee motivation.

  • 7.7 Explain measures for employee involvement and their motivational impact.

  • 7.8 Evaluate various pay, benefit, and recognition programs and their contributions to employee motivation.

Defining Motivation

Core Concepts

  • Definition: Processes that account for an individual’s intensity, direction, and persistence of effort toward achieving an organizational goal.

  • Significance: A highly studied topic in Organizational Behaviour (O.B.).

  • Statistics:

    • 60% of Canadian employees report lack of engagement.

    • 15% are actively disengaged.

    • Only 25% feel actively engaged.

Theories of Motivation

Overview of Theories

  • Key Theories Explored:

    • Hierarchy of Needs Theory

    • Two-Factor Theory

    • McClelland’s Theory of Needs

    • Self-Determination Theory

Hierarchy of Needs Theory

  • Conceptualized by A. H. Maslow, focusing on levels of human needs from basic physiological needs to self-actualization.

Two-Factor Theory

  • Formulated by Frederick Herzberg:

    • Investigates what individuals want from their jobs.

    • Distinguishes between satisfaction (motivators) and dissatisfaction (hygiene factors).

McClelland’s Theory of Needs

  • Three core needs:

    • Need for Achievement (nAch): Drive to excel.

    • Need for Power (nPow): Desire to influence others.

    • Need for Affiliation (nAff): Desire for close relationships.

  • High achievers prefer tasks with personal responsibility, feedback, and manageable risks.

Self-Determination Theory

  • Emphasizes the importance of intrinsic motivation.

  • Highlights cognitive evaluation of extrinsic rewards affecting intrinsic satisfaction.

Contemporary Applied Theories of Motivation

Goal-Setting Theory

  • Effective goals must be:

    • Specific

    • Difficult but attainable

    • Supported by feedback

Equity Theory

  • Focuses on the perceived equity of input-outcome ratios among employees.

  • Employee reactions to perceived inequities include changing inputs or outcomes, distorting perceptions, or leaving the organization.

Expectancy Theory

  • Three main relationships:

    • Effort-performance: Belief that effort leads to success.

    • Performance-reward: Belief that success leads to reward.

    • Rewards-personal goals: Attractiveness of rewards based on personal goals.

Organizational Justice

Types of Justice

  • Distributive Justice: Fairness of outcomes (e.g., pay raises).

  • Procedural Justice: Fairness of processes leading to outcomes.

  • Informational Justice: Transparency and explanations given to employees.

  • Interpersonal Justice: Respectful treatment by supervisors.

Job Design and Motivation

Job Characteristics Model

  • Components:

    • Skill variety

    • Task identity

    • Task significance

    • Autonomy

    • Feedback

  • Effectiveness in motivating through structured job roles.

Job Redesign Strategies

  • Job Rotation: Shifting employees among tasks.

  • Job Enrichment: Increasing autonomy and responsibility reduces turnover.

  • Alternative Work Arrangements: Implementing flexible schedules for diverse employee needs.

Employee Involvement

Participative Management

  • Involves subordinates in decision-making processes.

Representative Participation

  • Workers are represented in committees for decision-making.

Pay and Benefits as Motivators

Strategic Decisions in Compensation

  • Determining pay structures based on:

    • Internal equity vs. external competitiveness.

    • Variable pay linked to individual performance.

Types of Pay Programs

  • Piece-rate pay

  • Merit-based pay

  • Bonuses

  • Profit-sharing plans

  • Employee stock ownership plans (ESOPs)

Summary

Key Points

  • Motivation is crucial for organizational performance.

  • Recognition of individual differences enhances motivation potential.

  • Understanding and implementing various motivation theories assists managers in improving organizational climate.

Implications for Managers

Best Practices

  • Understanding employee preferences and designing jobs accordingly.

  • Utilizing goals and feedback effectively for performance.

  • Ensure fairness and equity in reward systems.

  • Emphasize both extrinsic and intrinsic motivators.

Systems and Processes

  • Regularly assess equity in pay and rewards.

  • Promote a culture of recognition and respect for individual contributions.