Motivation I: Needs, Job Design, Intrinsic Motivation, and Satisfaction The Italian Stallions

Motivation through Needs “Psychological processes that arouse and direct goal-directed behavior” Needs: “Physiological or psychological deficiencies that arouse behavior”

Job Performance Model of Motivation Figure 6-1 Job Performance Model of Motivation Individual Inputs Ability, Job knowledge Dispositions & Traits Emotions, Moods, &Affect Beliefs & Values Skills Motivational Processes Arousal Attention Intensity & & Direction Persistence Motivated Behaviors Job Context Physical Environment Task Design Rewards & Reinforcement Supervisory Support & Coaching Social Norms Organizational Culture Enable, Limit Mitchell & Daniels, “Motivation” John Wiley & Sons, Inc, 2003, p. 226

Maslow’s and McClelland’s Need Theories 1. Achievement 2. Affiliation 3.Power Large Organizations nPOW (high) nACH (mod) nAFF (mod) Entrepreneurial small organizations or autonomous subsidiaries of large organizations nACH (high) nPOW (mod) nAFF (low)

Approaches to Job Design Mechanistic Motivational Job Enlargement Job Rotation Job Enrichment Job Characteristics Model Biological Perceptual-Motor

Intrinsic Rewards Underlying Intrinsic Motivation Intrinsic Motivation: Driven by positive feelings associated with doing well on a task or job. Extrinsic Motivation: Motivation caused by the desire to attain a specific outcome Four Key Intrinsic Rewards (Kenneth Thomas): Sense of Meaningfulness- The task purpose is important and meaningful. Sense of Choice- The ability to use judgment and freedom when completing tasks. Sense of Competence- Feelings of accomplishment associated with doing high-quality work. Sense of Progress- Feeling that one is accomplishing something important.

Job Satisfaction Job Satisfaction Need Fulfillment Discrepancies Met Expectations Equity Value Attainment

Consequences of Job Satisfaction Variables Related with Satisfaction Direction of Relationship Strength of Relationship Motivation Positive Moderate Job Involvement Organizational Citizenship Behavior Organizational Commitment Strong Absenteeism Negative Weak Turnover Perceived Stress Special case: Job Performance

Work–Family Relationships Spillover model hypothesis describes the reciprocal relationship between job and life satisfaction Compensation Effect Segmentation Hypothesis Spillover Model Work family conflict

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