1. HRM 601 Organizational Behavior Session 5 Understanding Motivational Processes

2. Motivation Defined The set of processes that arouse, direct and maintain behavior towards attaining some goal. –Arousal: Drive or Effort –Direction: Goal Orientation –Maintenance: Persistence

3. Aspects Of Motivation ArousalDirectionMaintenanceGoal Make an impression Good impression made Compliments work Persist Stays latePersist Does favorsPersist

4. More Motivation Basics Motivation is multifaceted -- a single behavior can reflect multiple motives Performance is affected by motivation + ability + opportunity

5. Maslow’s Need Hierarchy Physiological Needs Safety Needs Belongingness Needs Esteem Needs Self Actualiza - tion Needs

6. Alderfer’s Erg Theory Growth Needs Relatedness Needs Existence Needs

7. McClelland’s Need Theory Need for Achievement –preference for situations where they can be personally responsible for the outcomes –preference for moderately difficult tasks –desire performance feedback

8. Mcclelland’s Need Theory, Cont. Need for affiliation –desire for friendly interpersonal relationships –enjoy communicating –want others to like them Need for power –desire to influence others –complex need

9. Self-efficacy Defined -- The belief concerning ability to perform a task. It is similar to a sense of confidence. –develop by direct or vicarious experience –persist at tasks longer in the face of failure –strong needs for feedback as a way of modifying behavior

10. Need Theory Applications Appreciate diversity Provide satisfaction for extrinsic motivation Appreciate intrinsic motivation

11. Expectancy Theory A process theory that states motivation is determined by the outcomes people expect as a result of their actions on the job. Essentially it holds that people will be motivated when expect that they will be able to achieve what they want from their jobs

12. Expectancy Components Expectancy — the belief that efforts will influence performance. Ex. If I study hard, I'll be able to answer exam questions. Instrumentality — Belief that performance leads to a specific outcome. If I answer that questions, I can get an A. Valence — The value attached to a reward or outcome.

13. Expectancy Equation Effort Perfor- mance Reward s Expectancy Instrument ality Valence MOTIVATION X X Rewards

14. Implications Of Expectancy Theory Clarify expectancies about effort and levels of performance Help employees attain desired level of performance, be a coach Clearly link rewards and performance Know what types of rewards are desired. Be sensitive to workers perceptions of expectancy

15. Equity Theory This process theory focuses on workers' perceptions of the fairness of their work outcomes and inputs. Specifically they strive to maintain ratios of their own rewards to contributions which are equal to others' ratios.

16. Equity Equations Equity –Outcomes (self) = Outcomes (other) Inputs (self)Inputs (other) Underpayment Inequity Outcomes (self) Inputs (self) < Outcomes (other) Inputs (other) Overpayment Inequity Outcomes (self) Inputs (self) > Outcomes (other) Inputs (other)

17. Balancing The Scales Workers can change their inputs Workers can change their outcomes Workers can try to change others outcomes and inputs Workers can change their perceptions Workers can change their reference person Workers can change jobs

18. Implications Of Equity Theory Avoid underpayment Avoid overpayment Be sensitive to inequity perceptions Monitor regularly for creeping inequity When sacrifices are needed distribute equally from top to bottom

19. Procedural Justice A process theory about motivation that focuses on workers perceptions of the fairness of the procedures used to determine outcomes. It deals with how performance is evaluated and how pay scales are determined and how grievances are handled.

20. Building Procedural Justice Treat workers with respect Give workers a voice in decisions concerning them Explain decisions to workers

21. Ethical Issues And Procedures Conflict of interest Nepotism Equal employment opportunity Intellectual property rights Whistle blowing

22. Comparing The Theories Need theory -- works well when the focus is one outcomes and you have control over the outcomes Equity theory -- salient when appraisals are done, increases are given Expectancy theory -- salient at times of goal setting and performance appraisal, and salary increases, and promotions.