1. 1 MGMT 505 Chapters 6 & 7: Motivation

2. 2 Motivation in Organizations ► In Organizational Behavior, motivation is defined as the force that drives an employee to perform well.  KSAOs (knowledge-skills-abilities-other characteristics) are qualifications used to determine whether an individual can do a job  Motivation may determine whether an individual will actually perform a job and at an acceptable level of performance  Performance motivation related to personality traits, esp. conscientiousness  Understanding a challenge to managers ► Varies across employees ► Changes based on needs

3. 3 Maslow’s Need Theory ► Physiological needs  Basic needs like food & water ► Safety/Security needs  Need to produce a secure environment ► Love or social needs  Desire to be accepted by others, to belong ► Esteem needs  Being respected for accomplishments or capabilities ► Self-actualization  Desire to develop capabilities to fullest

4. 4 Variations on Maslow’s Theory ► McClelland’s Need Theory  Need for Achievement  Need for Affiliation  Need for Power ► Herzberg’s Two-factor Theory  Needs are independent (not hierarchical)  1) Hygiene factors ► Pay, benefits, working conditions, job security, boss/co- worker relationships  2) Motivator factors ► Responsibility, growth, challenge, job autonomy ► Alderfer’s ERG Three-factor Theory  Existence (E)  Relatedness (R)  Growth (G)

5. 5 Equity Theory & Motivation Equity Theory: Perceived inequity becomes a motivating state of mind  People are motivated to behave in ways that restore equity in situations  Foundation of equity is social comparison  Individual Effort : Outcome Ratio must look like Others Effort : Outcome Ratio! Common equity restoration behaviors:  Change work input  Leave the situation  Change the comparison person  Take actions to change inputs or outputs of comparison person

6. 6 Organizational Justice Theory & Motivation ► Distributive justice  Perceived fairness of decisions made in organization ► Procedural justice  Perceived fairness of the methods used in the decision-making process ► Interactional justice  Perceived fairness of the interpersonal treatment an employee receives

7. 7 Vroom’s VIE Theory ► Vroom’s VIE theory  Valence ► Strength of person’s value or preference for particular outcome.  Instrumentality ► Perceived relationship between performance & attainment of a certain outcome.  Expectancy ► Perceived relationship between effort and performance.

8. 8 Goal Setting Theory & Motivation Goal-setting: Process of developing, negotiating, and formalizing targets or objectives  the goal is the motivational force!  Locke & Latham (1996): examined relationships among needs, motives, goals, & performance ► Influencing factors: Job/task complexity Time commitment Access to resources Cooperation/competition  SMART Goals ► Specific ► Measurable ► Achievable ► Results-oriented ► Time-bound  MBO: Management by Objectives ► Goal-setting between manager and subordinate ensures mutual understanding, agreement, set expectations

9. 9 Intrinsic and Extrinsic Motivators ► Intrinsic motivators are internally driven  pride in one’s work  feelings of accomplishment  being part of a team  autonomy ► Extrinsic motivators are externally driven  salary – pay for performance, raises  merit bonuses  promotions  benefits  recognition awards Can be monetary or non-monetary and performance- based or membership- based

10. 10 Job Satisfaction ► Overall evaluation of a job, including components that are:  Affective  Behavioral – less likely to be congruent with satisfaction  Cognitive Beliefs  Attitudes - Relatively stable beliefs ► Predictors - three main approaches:  Job characteristics  Social information processing  Personal disposition/Personality ► Some combination of these factors is likely the root cause ► Interesting research findings:  Consistency across jobs  Consistency across time  Relationship between life satisfaction & job satisfaction Perceptions  Comparisons Expectations Expectations

11. 11 Organizational Commitment ► Represents feelings and behavioral tendencies of employees toward their organization ► Attachment ► Dedication ► Likelihood of maintaining membership ► Meyer & Allen (1991) – commitment is multidimensional and employees may be committed for different reasons  Affective  ability to identify with organization; loyalty  Continuance  investment in current organization and cost of going to another organization  Normative  feeling of obligation to the organization

12. 12 Outcomes of Job Satisfaction & Commitment ► Attitudinal variables  Job involvement/withdrawal, mood, stress/tension, frustration ► Absenteeism  Indicator of employee withdrawal or intention to quit ► Employee engagement ► Sense of urgency, focus, intensity, enthusiasm ► Employee turnover  Voluntary termination may involve significant thought process  Also dependent on personal factors, economic conditions ► Job performance  Strong organizational performance = job satisfaction/performance  OCB vs. CWB

13. 13 What is Employee Engagement? ► Employee engagement is demonstrated when individuals commit themselves physically, cognitively, and emotionally while performing their jobs  Related to OCB ► Four components  Feelings of urgency  Feelings of being focused  Feelings of intensity  Feelings of enthusiasm ► Organizations foster engagement with:  A sense of meaningfulness  A sense of choice  A sense of competence  A sense of progress