EMPLOYEE MOTIVATION MGMT 371: CHAPTER 6

EMPLOYEE MOTIVATION  Job Performance Model  Need Theories  Motivational Job Design  Intrinsic Motivation  Job Satisfaction  Work/Family

Figure 6-1 A Job Performance Model of Motivation McGraw-Hill Ability, Job knowledge Dispositions & Traits Emotions, Moods, & Affect Beliefs & Values Individual Inputs Physical Environment Task Design Rewards & Reinforcement Supervisory Support & Coaching Social Norms Organizational Culture Job Context Arousal Attention Intensity & & Direction Persistence Motivational Processes Motivated Behaviors Skills Enable, Limit

Figure 6-1 A Job Performance Model of Motivation (Cont.) McGraw-Hill Individual Inputs Job Context Motivational Processes Focus: Direction, What we do Intensity: Effort, how hard we try Quality: Task strategies, the way we do it Duration: Persistence, how long we stick to it Skills Enable, Limit Performance Motivated Behaviors

Job Performance Model  Motivational Processes –Arousal –Attention and direction –Intensity and Persistence  Individual inputs  Job inputs  Motivated behaviors  Performance

NEED THEORIES  Maslow’s Hierarchy  McClelland’s

 Need for achievement: Desire to accomplish something difficult.  Need for affiliation: Desire to spend time in social relationships and activities.  Need for power: Desire to Influence, coach, teach, or encourage others to achieve. McGraw-Hill McClelland’s Need Theory

Designing Motivating Jobs  Mechanistic Approach  Motivational Approach –Job Enlargement –Job Rotation –Job Enrichment  Herzberg –Job Characteristics Model  Biological Approach

INTRINSIC MOTIVATION  Define  Model –Meaningfulness –Choice –Competence –Progress  Implications

Figure 6-3 The Job Characteristics Model McGraw-Hill Outcomes High intrinsic work motivation High growth satisfaction High general job satisfaction High work effectiveness Core job characteristics Skill variety Task identity Task significance Autonomy Feedback from job Critical psychological states Experienced meaningfulness of the work Experienced responsibility for outcomes of the work. Knowledge of the actual results of the work activities Moderators 1.Knowledge and skill 2.Growth need strength 3.Context satisfactions

Figure 6-2 Herzberg’s Motivator-Hygiene Model McGraw-Hill No SatisfactionSatisfaction Jobs that do notJobs offering offer achievement,achievement, recognition,recognition, stimulating work,stimulating work, responsibility,responsibility, and advancement.and advancement. Motivators

Figure 6-2 Herzberg’s Motivator-Hygiene Model (Cont.) McGraw-Hill Dissatisfaction No Dissatisfaction Jobs with poor Jobs with good company policies company policies and administration, technical supervision, technical supervision, salary, interpersonal salary, interpersonal relationships with relationships with supervisors, and supervisors, and working conditions. working conditions. Hygiene Factors

Figure 6-5 A Model of Intrinsic Motivation McGraw-Hill Sense of choice Sense of competence Sense of meaningfulness Sense of progress Opportunity rewards Accomplishment rewards From task activities From task purpose

JOB SATISFACTION  Define  Causes –Needs fulfilled –Gap closed –Value attainment –Equity –Glass half full

Table 6-1 Correlates of Job SatisfactionModeratePositive Mental Health ModeratePositive Life satisfaction ModeratePositive Job performance ModerateNegative Pro-union voting StrongNegative Perceived Stress ModerateNegative Heart disease ModerateNegativeTurnover WeakNegativeTardinessWeakNegativeAbsenteeism Direction of Relationship Strength of Relationship Variables Related with Satisfaction McGraw-Hill Positive Positive Moderate Organizational citizenship behavior Moderate Job involvement PositiveModerateMotivationPositiveStrong Org Commitment

Work/Family “Balance”  Spillover 1.Compensation Effect 2.Segmentation Hypothesis 3.Spillover Model 4.Work-Family Conflict  Managerial implications