1. Motivation I: Needs, Job Design
Chapter Six
Motivation I: Needs, Job Design
McGraw-Hill/Irwin
Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

2. Fundamentals of Employee Motivation
Whom would you prefer?
The one with high ability but showing no interests of doing good job vs. the one with less ability but displaying enthusiasm for his work
Motivation
Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed

3. Motivation Theories Two approaches Need Theories
Content (Need) theories : What causes motivation?
Process (Cognitive) theories : How motivation occurs?
(Next Ch.)
Need Theories
Maslow’s need hierarchy theory
McClelland’s need theory
Herzberg’s two factor theory Job enrichment
theory of job design

4. Motivation Theories
Job design theories : Focus on how to make the jobs more rewarding and productive
The mechanistic approach
Motivational approaches
Job enlargement
Job rotation
Job enrichment Herzberg
Job characteristics model
Biological and perceptual-motor approaches
Intrinsic motivation

5. Need Theories of Motivation
Needs: Physiological or psychological deficiencies that arouse behavior
Boxing champion,
WBA Jr Fly
“Yoo Myung Woo”

6. Maslow’s Need Hierarchy Theory
Motivation is a function of five basic needs – physiological, safety, love (belongingness), esteem,
and self-actualization
Arranged in a prepotent hierarchy SA E L S P

7. Maslow’s Need Hierarchy Theory
Once a need is satisfied it activates the next higher need in the hierarchy
Managerial implication
a satisfied need may lose its motivational
potential

8. McClelland’s Need Theory
Need for achievement (N-Ach)
Desire to accomplish something difficult.
Need for affiliation (N-Aff)
Desire to spend time in social relationships and activities.
Need for power (N-Pow)
Desire to Influence, coach, teach, or encourage others to achieve.

9. McClelland’s Need Theory
Achievement-motivated people share three common characteristics
Preference for working on tasks of moderate difficulty
Preference for situations in which performance is due to their efforts
Desire more feedback on their successes and failures
Which types of managers will perform best in organizations?

10. McClelland’s Need Theory
Three Needs and outcomes
For the job requiring rather independent work or managing small organization, people w/ high N-Ach excels in performance
People w/ high N-Aff are not usually effective managers
Top managers especially in large organization need to have high N-Pow

11. McClelland’s Need Theory: Managerial Implications
Organizations should consider the benefits of providing achievement training for employees
Achievement, affiliation, and power needs can be considered during the selection process for better placement

12. Motivating Employees Through Job Design
Job Design – changing the content and/or process of a specific job to increase job satisfaction and performance
Three Approaches

13. Mechanistic Approach F. Taylor, Scientific Management
Targets efficiency and employee productivity
Specialization, standardization
No room for employee discretion(Workers conducts repetitive job with small scope and authority)
Positive outcomes
Employee efficiency and productivity are increased
Negative outcomes
Simplified, repetitive jobs lead to job dissatisfaction, poor mental health, higher levels of stress, and low sense of accomplishment
Motivational approach needed

14. Motivational Approaches
Job enlargement – putting more variety into a job
Horizontal loading : adding other task(s) w/ similar difficulty
Job rotation – moving employees from one specialized job to another after certain period of time Multiskilling
Increased worker flexibility and easier scheduling

15. Motivational Approaches
Above methods aims to change the nature of the job quantitatively
There are other approaches to qualitatively change the nature of the job

16. Motivational Approaches
Plan
Job rotation
Job enlargement
Job #1
PresentJob (#2)
Job #3
Job #4
Job #5
Control
Job enrichment

17. Motivational Approaches: Job Enrichment
Building achievement, recognition, stimulating work, responsibility, and advancement into a job
Vertical loading : giving workers more responsibilities (Employees take some tasks normally done by their supervisors --- ex. decision making, quality controls)
This approach is based on Motivator-hygiene model

18. Motivational Approaches: Job Enrichment
Herzberg interviewed 203 accountants and engineers
“What made you feel (especially) satisfied in your job?”
“What made you feel (especially) dissatisfied in your job?”
Results
Factors which led them to satisfaction and dissatisfaction were different
Satisfaction : internal factors
Absence of these not necessarily led to dissatisfaction (just “no satisfaction)
Dissatisfaction : external factors
Existence of these not necessarily led to satisfaction (just no dissatisfaction)

19. Herzberg’s Motivator-Hygiene Model
Figure 6-2

20. Motivational Approaches: Job Enrichment
Motivators – job characteristics associated with job satisfaction
Hygiene factors – job characteristics associated with job dissatisfaction

21. Motivational Approaches: Job Enrichment
Managerial Implications
Managers can not motivate workers by improving hygiene factors, but have to provide them with the opportunities to feel internally satisfied
Theoretically more sound model
Job characteristics model

22. The Job Characteristics Model
Figure 6-3

23. The Job Characteristics Model
Intrinsic motivation – motivation caused by positive internal feelings w/ doing well on a job
JCM focuses on IM
Extrinsic motivation – caused by the desire to attain specific outcomes (rewards)
Core job dimensions – job characteristics found to various degrees in all jobs

24. Core job dimensions
Skill variety : The job requires an individual to use different skills and
abilities
Task identity : The job requires an individual to perform a whole or
completely identifiable piece of work
Task significance : The job affects the lives of other people within or
outside organization
Autonomy : The job enables an individual to experience freedom,
independence, and discretion
Feedback : An individual receives direct and clear information about
how effectively he/she is performing the job

25. Steps for Applying the Job Characteristics Model
Diagnose the work environment to determine the level of employee motivation(motivation low to moderately high)
Determine whether job redesign is appropriate for a given group of employees (participative environment, employees having necessary knowledge and skills, job satisfaction being average to high)
Determine how to best redesign the job (increase the core job characteristics that are low, employee participation in designing)

26. Biological and Perceptual- Motor Approaches
Based on research from biomechanics, work physiology, and ergonomics
Focuses on designing the work
environment to reduce employees’ physical strain, fatigue , and health complaints (e.g. musculoskeletal disorder)