Chapter 5 Motivation at Work Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Definition of Motivation Motivation - the process of arousing and sustaining goal-directed behavior Motivation is an attribution Who is responsible for this? Managers need alternative theories for different people, groups, and situations (contexts). What is the role of money in motivation? 6 6 6 2 2 6

THREE THEORIES OF MOTIVATION Internal Focus on variables within individual that lead to motivation and behavior. Process Emphasize nature of interaction between individual and environment. External Focus on elements in the environment to explain motivation and behavior. 3

Maslow’s Hierarchy of Needs Lowest to highest order 2 5 2 4 6 2

Theory X and Theory Y A set of assumptions of how to manage individuals who are motivated by lower order needs A set of assumptions of how to manage individuals who are motivated by higher order needs

5.1 McGregor’s Assumptions about People

Theory X/Y Theory X: Workers are costs Theory Y: Workers are assets How do you explain “lazy” behavior?

McClelland’s Need Theory Encompasses excellence, competition, challenging goals, persistence, and overcoming difficulties People with a high need for achievement perform better Need for achievement Desire to influence others, change people or events, and make a difference in life Categories - Socialized power and personalized power Need for power Urge to establish and maintain warm relationships with others Need for affiliation

Need Theory What combination of needs are present in the best managers?

Herzberg’s Two-Factor Theory Hygiene factor Motivation factor Both are work conditions, but each addresses a different part of an employee’s experience

Herzberg’s Two-Factor Theory Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain maintenance factor contributes to employee’s feeling not dissatisfied contributes to absence of complaints Motivation Factor - work condition related to the satisfaction of the need for psychological growth job enrichment leads to superior performance & effort

5.2 The Motivation-Hygiene Theory of Motivation

Motivation-Hygiene Combinations (Motivation = M, Hygiene = H)

My two cents worth You have a RIGHT to be dissatisfied about your work conditions. As an employee, you have a RESPONSIBILITY to communicate your dissatisfaction and work to help improve the conditions. As a manager, you have a RESPONSIBILITY to continuously improve the work conditions within your control. Your best source of information about what to improve and how to improve it is your employees.

5.3 The Individual - Organizational Exchange Relationship

Adam’s Theory of Inequity People are motivated when they find themselves in situations of inequity or unfairness. To look for inequity, people consider their inputs and their outcomes.

Adams’s Theory of Inequity Situation where one perceives that he or she is receiving less than he or she is giving and vice versa Inequity Alter the person’s outcomes and inputs Alter the comparison other’s outcomes and inputs Change who is used as a comparison other Rationalize the inequity Leave the organizational situation Strategies to resolve inequity

Practical Implications of the Equity Model Treat employees fairly. People make decisions concerning equity after comparing themselves with others. Procedural justice influences perceptions of organizational fairness. Be as transparent as possible.

Two Basic Notions of Expectancy Theory People expect certain outcomes of behavior and performance. People believe that the effort they put forth is related to the performance they achieve and the outcomes they receive. 24

Key Constructs of Expectancy Theory Value or importance one places on a particular reward Valence Belief that effort leads to performance Expectancy Belief that performance is related to rewards Instrumentality

Expectancy Model of Motivation 25

Job Characteristics Model (CH 14) Skill variety Task identity Task significance Autonomy Feedback Core job dimensions Experienced work’s meaningfulness Experienced responsibility for work’s outcomes Knowledge of work activities’ results Critical psychological states High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Personal and work outcomes Employee growth,need, strength