Chapter 10 Excelling on the Job

Behavior and Your Needs Motivation Need/desire that energizes one’s behavior and directs it toward a personal goal Any activity performed by another to get someone else to meet an organizational goal Also includes your willingness to exert effort to achieve organizational goals so effort leads to satisfying individual needs

Behavior Performance is a function of both your ability and your willingness to do the job Organizations must find way to maximize your potential—ways to motivate you However—motivation comes from within

Why You Do What You Do Your motivation is described by your outward behavior Organizational goals and personal needs must be met We need to see how our work leads to something we need or want

Components to Motivation Effort The intensity with which you approach the task Organizational Goals Your effort is directed toward some goal Needs Reflect some internal process that makes certain outcomes appear attractive

Components Needs Tension Motivation begins with an unsatisfied need Tension exists when you have unsatisfied needs Tension Functional—creates a drive to achieve goal Many pieces must come together for you to have desire to excel Dysfunctional—creates a sense of hopelessness

Early Motivation Theories Maslow’s Hierarchy of Needs (already studied this) McGregor’s Theory X and Y (already studied) Herzberg’s Motivation-Hygiene Theory Believed that your attitude toward work can determine your success or failure Asked, “What do you want from your job?”

Herzberg’s Research Opposite of satisfaction is not dissatisfaction—more of a continuum Factors that lead to satisfaction are different than those leading to dissatisfaction Hygiene factors—those that create dissatisfaction Motivators—factors that increase job satisfaction

Explaining Motivating Behavior Three-Needs Theory (David McClelland) Achievement Power Affiliation Referents—you compare your effort and rewards to the effort and rewards of others in the organization We look for an equitable situation Fairness

Getting What You Expect Expectancy Theory—belief that you will act in accord with org. goals if you believe you’ll be rewarded Effort-Performance Linkage—if you make the effort, you’ll be successful Performance-Reward Linkage—if you’re successful, you’ll be rewarded Attractiveness—if you’re rewarded, you’re given something you value

Designing Jobs to Meet Your Needs Having a more meaningful job Job Characteristics Model Skill Variety—lets you use different skills and talents Task Identity—opportunity for you to complete the whole job or identifiable component(s) Task Significance—effect job has on others Autonomy—freedom/independence to schedule the work and determine procedures Feedback—direct/clear info about performance

More Meaningful Job Job Enrichment—employees assume some of the tasks typically performed by supervisor QWL—Quality of Work Life—degree to which workers are motivated, supported, and encouraged by their work environment

Breaking Monotony & Giving More Control Job Rotation Flextime Flexible Reward System Some Rewards aren’t $$$ Happy workers tend to be more productive Rate of turnover