1. Motivation I: Needs, Job Design, Intrinsic Motivation, and Satisfaction
The Italian Stallions

2. Motivation through Needs
“Psychological processes that arouse and direct goal-directed behavior”
Needs:
“Physiological or psychological deficiencies that arouse behavior”

3. Job Performance Model of Motivation
Figure 6-1
Job Performance Model of Motivation
Individual Inputs
Ability, Job knowledge
Dispositions & Traits
Emotions, Moods, &Affect
Beliefs & Values
Skills
Motivational Processes
Arousal Attention Intensity & & Direction Persistence
Motivated
Behaviors
Job Context
Physical Environment
Task Design
Rewards & Reinforcement
Supervisory Support & Coaching
Social Norms
Organizational Culture
Enable, Limit
Mitchell & Daniels, “Motivation” John Wiley & Sons, Inc, 2003, p. 226

4. Maslow’s and McClelland’s Need Theories
1. Achievement
2. Affiliation Power
Large Organizations
nPOW (high) nACH (mod) nAFF (mod)
Entrepreneurial small organizations or autonomous subsidiaries of large organizations
nACH (high) nPOW (mod) nAFF (low)

5. Approaches to Job Design
Mechanistic
Motivational
Job Enlargement
Job Rotation
Job Enrichment
Job Characteristics Model
Biological
Perceptual-Motor

6. Intrinsic Rewards Underlying Intrinsic Motivation
Intrinsic Motivation: Driven by positive feelings associated with doing well on a task or job.
Extrinsic Motivation: Motivation caused by the desire to attain a specific outcome
Four Key Intrinsic Rewards (Kenneth Thomas):
Sense of Meaningfulness- The task purpose is important and meaningful.
Sense of Choice- The ability to use judgment and freedom when completing tasks.
Sense of Competence- Feelings of accomplishment associated with doing high-quality work.
Sense of Progress- Feeling that one is accomplishing something important.

7. Job Satisfaction Job Satisfaction Need Fulfillment Discrepancies
Met Expectations
Equity
Value Attainment

8. Consequences of Job Satisfaction
Variables Related with Satisfaction
Direction of Relationship
Strength of Relationship
Motivation
Positive
Moderate
Job Involvement
Organizational Citizenship Behavior
Organizational Commitment
Strong
Absenteeism
Negative
Weak
Turnover
Perceived Stress
Special case:
Job Performance

9. Work–Family Relationships
Spillover model hypothesis
describes the reciprocal relationship between job and life satisfaction
Compensation Effect
Segmentation Hypothesis
Spillover Model
Work family conflict

10. THANK YOU FOR YOUR MOTIVATED ATTENTION!