MHR 6500: Managing Individuals & Groups Instructor: Chris Hartwell Class 6 & 7: Motivation

Announcements No classes next week due to SLC conferences EXAM 1 CASE to be handed out by next class (9/26) EXAM 1 (MC) vs. Prospanica Conference Exam will be taken at the testing center Dates: Sept. 28 – Oct. 2?

Objectives Describe the three major needs discussed in McClelland’s Need Theory. Explain the practical significance of Herzberg’s distinction between motivators and hygiene factors. Understand Adams’s Equity Theory of Motivation and the effect of perceived inequity in employee motivation. Explain how organizational justice builds on equity theory, and compare the three types of justice. Understand the implications of Vroom’s Expectancy Theory Understand the motivational mechanisms and practical implications regarding goal setting Understand the process outlined in the job characteristics model

McClelland’s Need Theory Behavior derives from a desire to satisfy inherent needs. Three major needs: Need for Achievement: A desire to accomplish, master, excel, and attain a high standard, and to be regarded highly by others. Need for Affiliation: A desire to maintain positive social relationships, find emotional attachments with others, and avoid conflict. Need for Power: A desire to influence and/or control others, and to lead others to achieve higher goals. Socialized Power: Focus on accomplishing group goals and helping others succeed. Personal Power: Seeking acquisition of personal stature, often at the expense of others.

Herzberg’s Motivator-Hygiene Theory Motivators: Aspects of the job that are associated with job satisfaction (when high or present). The content of the job Hygiene Factors: Aspects of the job that are associated with job dissatisfaction (when low or absent). The context of the job Figure 8-2 from the text

Adam’s Equity Theory of Motivation People strive for fairness and justice in social exchanges, interactions, and relationships. Two components: INPUTS: What the individual puts into the exchange/relationship OUTPUTS: What the individual takes away from the exchange/relationship Figure 8-3 in the text

Adam’s Equity Theory of Motivation Consequences of Inequity: Negative Inequity: Balance is restored by reducing inputs, increasing outputs, or changing perceptions. This type of inequality results in the largest reactions Positive Inequity: Balance is restored by increasing inputs, decreasing outputs, or changing perceptions. Inequity or equity is all based on perceptions

Organizational Justice Based out of equity theory, organizational justice refers to perceptions of fair treatment at work. Three (four?) types of organizational justice: Distributive Justice: Perceived fairness in allocation of outcomes (resources, rewards, etc.) Procedural Justice: Perceived fairness in the processes/procedures used to make allocation decisions. Interactional Justice: Perceived fairness of interactions when procedures are implemented. Interpersonal Justice: Perceived fairness of social exchanges. Informational Justice: Perceived fairness in the information exchanged.

Practical Lessons from Equity/Justice Theories Pay attention to employees’ perceptions Allow employees to take part in decision-making Give the opportunity to appeal negative decisions Leaders should treat all employees equitably Employees’ perceptions are strongly influenced by the leadership behaviors exhibited by their managers. Pay attention to the organization’s justice climate.

Vroom’s Expectancy Theory People are motivated to behave in ways that produce valued outcomes. Three perceptions in the formula: Expectancy: effort  performance Self-esteem, self-efficacy, prior experience, support from others, information, resources Instrumentality: performance  outcome Valence: value placed on the outcome

Vroom’s Expectancy Theory Effort Performance Outcome

Goal Setting Identifying goals is an effective motivating technique. Why? Four motivational mechanisms: Directing Attention Regulating Effort Increasing Persistence Foster Strategic Planning

Practical Implications for Goal Setting Specific, high goals  high performance Feedback enhances the effect of #1 Self-set, assigned, and participative goals can all be effective. Action planning facilitates goal accomplishment. Goal commitment and monetary incentives affect outcomes.

Job Characteristics Model

Maintaining Motivation in Management Concern for Others’ Interests LOW HIGH Concern for Self-interest Apathetic Selfless: Self-sacrificing Givers Selfish: Takers Otherish: Successful Givers

Benefits of being “Otherish” Less burnout Greater sense of meaning Higher job satisfaction Higher career success Higher life satisfaction Success Giving