1. Motivation I: Needs, Job Design and Satisfaction
Chapter Six
Motivation I: Needs, Job Design and Satisfaction
McGraw-Hill/Irwin
Copyright © 2010 The McGraw-Hill Companies, Inc. All rights reserved.

2. After reading the material in this chapter, you should be able to:
Discuss the job performance model of motivation.
Contrast Maslow’s and McClelland’s need theories.
Describe the mechanistic, motivational, biological, and perpetual-motor approaches to job design.

3. After reading the material in this chapter, you should be able to:
Review the four intrinsic rewards underlying intrinsic motivation and discuss how managers can cultivate intrinsic motivation in others.
Discuss the causes and consequences of job satisfaction.
Identify the causes of counterproductive work behavior and measures to prevent it
Describe the values model of work/family conflict.

4. Fundamentals of Employee Motivation
psychological processes that arouse and direct goal-directed behavior

5. A Job Performance Model of Motivation
Figure 6-1

6. Question?
What type of employee does Heinfeld, Meech & Company recruit?
High technical skills
Neutral attitude
Positive attitude
Trainable
The correct answer is “C” – positive attitude. See p. 147

7. Need Theories of Motivation
Needs: Physiological or psychological deficiencies that arouse behavior.

8. Maslow’s Need Hierarchy Theory
Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization
Human needs emerge in a predictable stair-step fashion
Once a need is satisfied it activates the next higher need in the hierarchy
Managerial implication – a satisfied need may lose its motivational potential

9. McClelland’s Need Theory
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.

10. 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
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
Managers should create challenging task assignments or goals

11. Question?
Rachel has the desire to accomplish something difficult? This relates to McClelland's need for
Affiliation
Achievement
Power
Glory
The answer is “B” – achievement. See next slide.
AACSB:  Group-individual dynamics Bloom's Taxonomy:  Application Difficulty:  Medium Page:  149

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

13. Mechanistic Approach
Targets efficiency, flexibility, and employee productivity
Employee efficiency and productivity are increased
Simplified, repetitive jobs lead to job dissatisfaction
Simplified, repetitive jobs lead to job dissatisfaction, poor mental health, higher levels of stress, and low sense of accomplishment

14. Motivational Approaches
Job enlargement
putting more variety into a job
Horizontal loading
Job rotation
moving employees from one specialized job to another
Increased worker flexibility and easier scheduling

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

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

17. Motivational Approaches: Job Enrichment
building achievement, recognition, stimulating work, responsibility, and advancement into a job

18. Question?
In an effort to redesign jobs, Herman, manager of Perfect Printing, Inc., added various tasks to Amber’s job. In addition to copying, now Amber is also responsible for collating, putting covers on each job and stapling. This can be described as an example of ____________.
Job rotation
Job enlargement
Mechanistic approach
Job enrichment
The answer is “B” – Job enlargement.
AACSB:  Group-individual dynamics Bloom's Taxonomy:  Knowledge Difficulty:  Hard Page:  151

19. The Job Characteristics Model
Steps for Applying the Job Characteristics Model
Diagnose the work environment to determine the level of employee motivation and job satisfaction
Determine whether job redesign is appropriate for a given group of employees
Determine how to best redesign the job
Figure 6-3

20. The Job Characteristics Model
Intrinsic motivation
motivation caused by positive internal feelings
Extrinsic motivation
caused by the desire to attain specific outcomes
Core job characteristics
job characteristics found to various degrees in all jobs

21. Core Job Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback

22. 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

23. A Model of Intrinsic Motivation
Managers can foster a sense of meaningfulness by inspiring their employees and modeling desired behaviors
Managers can lead for choice by empowering employees and delegating meaningful assignments and tasks
Managers can enhance a sense of competence by supporting and coaching their employees
Managers can increase employees’ sense of progress by monitoring and rewarding them
Figure 6-4

24. A Model of Intrinsic Motivation
Sense of meaningfulness
task purpose is important and meaningful
Sense of choice
ability to use judgment and freedom when completing tasks

25. A Model of Intrinsic Motivation
Sense of competence
feelings of accomplishment associated with doing high-quality work
Sense of progress
feeling that one is accomplishing something important

26. Question?
Donna has positive feelings for doing her job well. We would say she:
Is satisfied with her job
Balances her work and family
Is intrinsically motivated
Has a proactive personality
The correct answer is “C”
AACSB:  Group-individual dynamics
Bloom's Taxonomy:  Knowledge Difficulty:  Medium Page:  158

27. Causes of Job Satisfaction
an affective or emotional response to one’s job

28. Causes of Job Satisfaction
Need fulfillment
extent to which the characteristics of a job allow an individual to fulfill his or her needs
Discrepancies
satisfaction is a result of met expectations
Value attainment
Extent to which a job allows fulfillment of one’s work values

29. Causes of Job Satisfaction
Equity: satisfaction
is a function of how “fairly” an individual is treated at work
Dispositional/Genetic Components
satisfaction is partly a function of both personal traits and genetic factors

30. Correlates of Job Satisfaction

31. Correlates of Job Satisfaction
Organizational commitment
reflects the extent to which an individual identifies with an organization and is committed to its goals
Organizational citizenship behavior
employee behaviors that exceed work-role requirements
Job satisfaction and performance are moderately related
Job satisfaction and performance indirectly each other through a host of individual differences and work-environment characteristics

32. Question?
Denise works at Harvest Hope Food Bank and is committed to doing all she can to help the organization fulfill its mission. She is high in ______________.
Withdrawal cognition
Organizational commitment
Organizational citizenship behavior
Job equity
The correct answer is “B” – organizational commitment. See previous slide.

33. Correlates of Job Satisfaction
Withdrawal cognitions
overall thoughts and feelings about quitting a job

34. Counterproductive Work Behavior
types of behavior that harm employees and the organization as a whole
theft, white collar crime, absenteeism, tardiness, drug and alcohol abuse, disciplinary problems, accidents, sabotage, sexual harassment, and violence
Managerial implications
Organizations can limit CWBs by hiring individuals who are less prone to engage in this type of behavior
Organizations should ensure they are motivating desired behaviors and not CWBs
If an employee engages in CWBs, the organization should respond quickly and appropriately

35. A Values-Based Model of Work/Family Conflict
Figure 6-5

36. A Values-Based Model of Work/Family Conflict
Family values involve enduring beliefs about the importance of family and who should play key family roles
Two distinct forms
Work interference with family
Family interference with work
Value similarity – relates to the degree of consensus among family members about family values
Value congruence – involves the amount of value agreement between employee and employer

37. A Values-Based Model of Work/Family Conflict
Value similarity
relates to the degree of consensus among family members about family values
Value congruence
involves the amount of value agreement between employee and employer

38. Question?
Sue has different ideas about some of the ethical choices her supervisor has made. She is low in ________.
Value similarity
Value congruence
Ethics congruence
Ethics similarity
The correct answer is “B” – value congruence. See previous slide.

39. Supplemental Slides
Slides contain extra non-text examples to integrate and enhance instructor lectures
Slide 40: Factors that Drive Engagement
Slides 41: Factors that Drive Employee Commitment
Slide 42: Employee Theft on the Rise
Slide 43: Intrinsic Motivation
Slide 44: Video discussion slide

40. Factors that Drive Engagement
Sr. Management’s interest in employees’ well-being
Challenging work
Decision-making authority.
Evidence that the company is focused on customers.
Career advancement opportunities
Company’s reputation as a good employer
Collaborative work environment
Resources to get the job done
Input on decision making
Taken from HR Magazine February 2004
Towers Perrin consulting firm identified the following attributes that are most critical to building high employee engagement in order of importance
Sr. Management’s interest in employees’ well-being
Challenging work
Decision-making authority.
Evidence that the company is focused on customers.
Career advancement opportunities
Company’s reputation as a good employer
Collaborative work environment
Resources to get the job done
Input on decision making

41. Factors that Drive Employee Commitment
The company’s care and concern for employees
Fairness at work
Feelings of accomplishment
Day-to-day satisfaction
Appreciation of ideas
Taken from HR Magazine February 2004
Walker Information, a research and consulting firm, conducts annual studies of loyalty and reported the following factors to have the greatest influence on employee’s commitment to a firm:
The company’s care and concern for employees.
Fairness at work.
Feelings of accomplishment
Day-to-day satisfaction.
Appreciation of ideas.

42. Employee Theft on the Rise
Employee theft at retail stores: $14.9 billion in 2000
Employee theft responsible for 46% retail shrinkage—more than shoplifters
30 major retail chains caught 73,300 employees stealing
Employee theft costs companies $20 billion to $40 billion a year
Notes:
Topic: Equity Theory: Inequity
Employee theft in U.S. companies is on the rise.
Why this new trend? Experts debate the reasons
Economic downturn makes the problem worse by causing tension between employers and workers
Layoffs and cutbacks could also cause employees to leave the workplace feeling the company owed them more than they were receiving so they steal to retaliate
But the fact remains—employee theft is on the rise—some alarming stats:
Employee theft at retail stores nationwide climbed to $14.9 billion in 2000; up from $13.2 billion the previous year
Employee theft is responsible for 46% of “shrinkage” a retail industry term—this is far more than shrinkage caused by shoplifters
Security firm Jack L Hayes International said that 30 major retail chains caught 73,300 employees stealing in up from 66,600 the previous year
The U.S. Chamber of Commerce estimates employee theft costs companies $20 billion to $40 billion a year
Other reasons employee theft could be on the rise:
Increased scrutiny by employers leads to more people being caught
Workers feeling insecure about their jobs are less prone to steal
Employers might just be doing a better job of apprehending thieves
Might think theft is increasing and attribute it to employees without proof
Hard evidence suggests employees steal out of frustration with their companies and supervisors rather than greed
Employees act out of resentment, out of entitlement, and they act out of survival: they are getting laid off they feel they need to grab anything they can before they are unemployed
Source: “Theft by U.S. Employees Rises,” A Geller, Arizona Republic, March 2002, pp. D1 and D4

43. Intrinsic Motivation
Read an article on “Intrinsic Motivation” by Elliot and Harackiewicz

44. Video Case: Motivation Convention
Are people fundamentally different today than in the past? Why do workers need to be “buttered up” more today?
What are some different types of incentives employees are given today to “motivate” them? What have you received in terms of different incentives from your employers?
Why is motivating employees so important - do you think it makes that big of a difference?
Employees today are knowledge workers and new generations are entering the workforce. This requires employers to provide different and often creative incentives to be motivated. Employers can’t simply tell their employees to do it or else… The labor market will soon be a sellers market favoring the worker - employers have to retain their employees and keep them happy…
Employers are offering their employees everything from food items to barbeque grills to vacation packages as incentive. As illustrated in the video case, a little personal touch by way of a picture of the employee on a chocolate is sure to “sweeten them up”…
Motivation is crucial to the organization’s survival. We are in a global marketplace and organizational efficiency and effectiveness is necessary for its survival in these market conditions. The key to efficiency and effectiveness is the employee - it is the employee who makes the organization run and if they are not motivated, the firm will not be as good as it could be…