Individual and Organizational Motivation Amit Joshi.

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Presentation transcript:

Individual and Organizational Motivation Amit Joshi

Motivation  That Urge To Achieve David C. McClelland  Motivation: A Diagnostic Approach David A. Nadler Edward E. Lawler III

That Urge To Achieve Plant shutdown in Erie, Pennsylvania  450 workers laid off  Most stayed home  Small minority of workers job-hunted

That Urge To Achieve “Motive A”  A greater degree of human motivation  The belief that they can influence the outcome by performing the work themselves  Concrete feedback and results

That Urge To Achieve The nACH Person The nAFF Person The nPower Person

That Urge To Achieve  Motivation and Half-Truths  nACH comparisons in Mexico

Motivation: A Diagnostic Approach Existing Approach  Assumption 1: All employees are alike  Assumption 2: All situations are alike  Assumption 3: One best way

Motivation: A Diagnostic Approach A New Approach  Assumption 1: Behavior is determined by a combination of forces in the individual and forces in the environment  Assumption 2: People make decisions about their own behavior in organizations

Motivation: A Diagnostic Approach  Assumption 3: Different people have different types of needs, desires, and goals  Assumption 4: People make decisions among alternative plans of behavior based on their perceptions of the degree to which a given behavior will lead to desired outcomes

Motivation: A Diagnostic Approach The Theory  Performance-Outcome Expectancy  Valence  Effort-Performance Expectancy

Motivation: A Diagnostic Approach

Implications for Managers  Outcomes each employee values  What kinds of behavior you desire  Desired levels of performance are reachable  Link desired outcomes to desired performances

Motivation: A Diagnostic Approach  Analyze the total situation for conflicting expectancies  Make sure changes in outcomes are large enough  Check the system for its equity

Motivation: A Diagnostic Approach Implications for Organizations  1. The design of pay and reward system  2. The design of tasks, jobs, and roles  3. The importance of group structures  4. The supervisor’s role  5. Measuring motivation  6. Individualizing organizations

Other Related Articles Furnham, A., Eracleous, A., & Premuzic, T. C. (2009). Personality, motivation and job satisfaction: Hertzberg meets the big five. Journal of Managerial Psychology, 24(8), 765. Grant, P. C. (1989). Employee motivation: The key to training. Getting Results...for the Hands - on Manager, 34(6), 16.

Other Related Articles Johnson, K. L. (1989). Motivating yourself - permanently. Manager's Magazine, 64(5), 24. Osteraker, M. C. (1999). Measuring motivation in a dynamic organization--a contingency approach. Strategic Change, 8(2), 103.

The End Any Questions?