Chapter 6 Motivation Concept

Mr. Gardener 1982- homeless w/a baby Found Stockbroker! Investment Banking 1992- Own firm

Motivation The processes that account for an individual’s intensity (How Hard) , direction (What Goal), and persistence (How Long) of effort toward attaining a goal Focus: Org. Goals Result of Interaction Individual Situation Effort Direction Quality Direction Persistence Intensity Terrorists Mr. Gardener

Employee Motivation Theories and Explanation Early Theories Hierarchy of Needs Theory X and theory Y Two-factor theory Theory of Needs Contemporary theories Cognitive Evaluation Goal Setting Self Efficacy Reinforcement Efficacy Expectancy Who do you love? Intuition Vs. Science

Hierarchy of Needs- Maslow There is a hierarchy of five needs— as each need is substantially satisfied, the next need becomes dominant. Individuals must move up the hierarchy in order Physiological Safety Social Esteem Self-actualization Lower-Order Needs Satisfied externally- (Pay) Higher-Order Needs Needs that are satisfied internally (perception);

Hierarchy of Needs Theory (Maslow) Application: A rickshaw puller may not be motivated to meditate! Satisfaction Vs. Motivation Logical Theory Substantial Satisfaction Limited Evidence Current Level Terminology

Theory X & Theory Y (Managers’ Perspective Workers are (X) Having Little Ambition Disliking Work Avoiding Responsibility Workers are (Y) Self-Directed Enjoying Work Accepting Responsibility

Two-Factor Theory Motivation-Hygiene theory Hygiene Factors Extrinsic & Related to Dissatisfaction Motivation Factors Intrinsic and Related to Satisfaction Hygiene Factors Salary Work Conditions Company Policies Job security Motivators Promotions Achievement Responsibility Growth Satisfaction and Dissatisfaction are not Opposite Ends

Contrasting Views of Satisfaction and Dissatisfaction

Data from research Factors – Extreme job dissatisfaction Factors – Extreme job satisfaction Data from research

Theory of Needs- McClelland Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Affiliation The desire for friendly and close personal relationships. Individuals have different levels of needs in each of these areas Need levels will drive their behavior Need for Power The need to make others behave in a way that they would not have behaved otherwise. Subconscious

Matching High Achievers and Jobs Performance on 50-50 Challenge Good Managers? Power and Affiliation

Money isn’t everything Hierarchy of needs Two-factor theory

Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. Perception of causation changes Loss of control reduces i. motivation Focus more on reward/task Example: Performance bonus Reading Novel Work Rewards Salary ? Performance

Cognitive Evaluation Theory Extrinsic Reward Verbal Tangible Intrinsic Reward Interesting Recognition Motivation Pursue Goal for Intrinsic reasons vs. Extrinsic More Success & Happiness ….

Goal-Setting Theory (Edwin Locke) Theory: Specific and difficult goals, with self-generated feedback, lead to higher performance. Specificity >> Internal Stimulus Do Your Best ! Do 50% Better Difficult goals Vs. Easy Goals Acceptance Performance Distraction, Work hard, Persistence, Discover

Goal-Setting Theory … Participation on Goal Setting Goals and performance relationship Goal commitment “I want to do it & I can do it” Publicity, internal locus, self-set Task characteristics Simple, well-learned Interdependent task- Group goals National culture Power distance Propensity to seek challenge Performance Participation on Goal Setting Feedbacks Guide behavior Self Generated Feedback =

Goal Setting in Action: MBO Programs A program that encompasses specific goals, participative set, for an explicit time period, with feedback on goal progress. Management By Objectives Programs Company wide goals & objectives Goals aligned at all levels Based on Goal Setting Theory Key Elements Goal specificity Participative decision making An explicit time period Performance feedback

Cascading of Objectives

Linking MBO and Goal-Setting Theory MBO Goal-Setting Theory Goal Specificity Yes Yes Goal Difficulty Yes Yes Feedback Yes Yes Participation Yes No (qualified)

Why MBOs Fail Unrealistic expectations about MBO results Lack of commitment by top management Failure to allocate reward properly Cultural incompatibilities MBO @ Fujitsu

Self-Efficacy An individual’s feeling that s/he can complete a task (e.g. “I know I can!”) Enhances probability that goals will be achieved Not Self Esteem Difficulty >> Effort Negative feedback >> Effort, Motivation

Complementary Self-confidence

Increasing Self Efficacy (Bandura) Enactive Mastery- Gaining Relevant Experience Training program Vicarious Modeling- Confidence from others You friend got a 100 in MGT321 Verbal Persuasion- Motivational speakers Pygmalion- Believe it is true You are a very high IQ Student Galatea Effects- Placebo Arousal- Energized state Vs. Steady tasks Training Intelligence Personality

Cognitive variables of behavior Reinforcement Theory Argues that behavior is a function of its consequences. Stimulus creates response Cognitive variables of behavior Feeling Attitude Expectation Assumptions: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Reprimanded Contrast with Goal Setting

Equity Theory Referent Comparisons Self-inside Self-outside Other-inside Other-outside Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Comparing salary ~ M. Moderating Variables Gender- same sex comap. Tenure-Available info Level- More info. Education/Professionalism Fair & Justice

Equity Theory … Equity Tension Anger Vs. Guilt Motivation

Equity Theory (cont’d) Choices for dealing with inequity Change inputs (slack off) Change outcomes (increase output) Distort/change perceptions of self Distort/change perceptions of others Choose a different referent person Leave the field (quit the job)

Equity Theory… Propositions relating to inequitable pay Over rewarded hourly employees produce more than equitably rewarded employees. Over rewarded piece-work employees produce less, but do higher quality piece work. Under rewarded hourly employees produce less/lower quality work. Under rewarded piece-work employees produce larger quantities of lower-quality piece work than equitably rewarded employees. Tolerance Pay & Benefits

Three types of Justice Distributive Justice- Perceived fairness of the outcome (the final distribution). “Who got what?” Interactional Justice- The degree to which one is treated with dignity and respect. “Was I treated well?” Procedural Justice- The perceived fairness of the process used to determine the outcome (the final distribution). “How was who gets what decided?” Managers on Bad news Openly Share information Focus the actions

Traditional Explanation Current Perception Self-serving bias

Ethical Values and Behaviors of Leaders Expectancy Theory Bottom line All three links between the boxes must be intact or motivation will not occur. Thus, Individuals must feel that if they try, they can perform And If they perform, they will be rewarded And When they are rewarded, the reward will be something they care about

Chapter Check-Up: Motivation Rumana’s boss starts out the day each morning saying, “Bet you wish you didn’t have to be here, huh?” Knowing this, which theory gives us insight as to why Rumana may not be motivated at work?

Chapter Check-Up: Motivation Would a gym membership be considered a motivator or hygiene factor, according to Herzberg?

Chapter Check-Up: Motivation If you study really hard and only get a B on an exam, but your classmate barely studies at all and gets an A, what theory will help explain why you feel less motivated to go to class?

Chapter Check-Up: Motivation What theory would say that this man, who knows he works hard and is performing well, will be motivated by a gym membership for being a high performer?

Quiz on Ch 5- Ch6 No Homework! 11th & 12th March The Quiz with 101 Q 75 MCQs 25 SQ

Mid 2 on 28th Mar Chapter 4-8 60 mins/ 25 Q

Term Group Project- topics Due April 9th Find an OB problem in a local organization Use surveys …. To validate problem Do the project- find guidelines at the project site