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

3. 6-3 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.

4. 6-4 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. Describe the values model of work/family conflict.

5. 6-5 Fundamentals of Employee Motivation Motivation - psychological processes that arouse and direct goal-directed behavior

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

7. 6-7 Need Theories of Motivation Needs: Physiological or psychological deficiencies that arouse behavior.

8. 6-8 Maslow’s Need Hierarchy Theory Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization Arranged in a preponent hierarchy

9. 6-9 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

10. 6-10 Question? What need is the desire to accomplish something difficult? A.Affiliation B.Achievement C.Power D.Glory

11. 6-11 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.

12. 6-12 McClelland’s Need Theory Achievement-motivated people share three common characteristics: 1.Preference for working on tasks of moderate difficulty 2.Preference for situations in which performance is due to their efforts 3.Desire more feedback on their successes and failures

13. 6-13 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

14. 6-14 Motivating Employees Through Job Design Job Design – changing the content and/or process of a specific job to increase job satisfaction and performance

15. 6-15 Mechanistic Approach Targets efficiency, flexibility, and employee productivity Employee efficiency and productivity are increased Simplified, repetitive jobs lead to job dissatisfaction, poor mental health, higher levels of stress, and low sense of accomplishment

16. 6-16 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

17. 6-17 Herzberg’s Motivator-Hygiene Model Figure 6-2

18. 6-18 Motivational Approaches: Job Enrichment Motivators – job characteristics associated with job satisfaction Hygiene factors – job characteristics associated with job dissatisfaction

19. 6-19 Motivational Approaches: Job Enrichment Job enrichment – building achievement, recognition, stimulating work, responsibility, and advancement into a job

20. 6-20 The Job Characteristics Model Figure 6-3

21. 6-21 The Job Characteristics Model Intrinsic motivation – motivation caused by positive internal feelings Extrinsic motivation – caused by the desire to attain specific outcomes Core job dimensions – job characteristics found to various degrees in all jobs

22. 6-22 Intrinsic Motivation Read an article on “Intrinsic Motivation” by Ryan and Deci

23. 6-23 Core job dimensions Skill variety Task identity Task significance Autonomy Feedback

24. 6-24 Steps for Applying the Job Characteristics Model 1.Diagnose the work environment to determine the level of employee motivation and job satisfaction 2.Determine whether job redesign is appropriate for a given group of employees 3.Determine how to best redesign the job

25. 6-25 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

26. 6-26 Question? In the Model of Intrinsic Motivation, what is feeling that one is accomplishing something important? A.Sense of meaningfulness B.Sense of choice C.Sense of competence D.Sense of progress

27. 6-27 A Model of Intrinsic Motivation Figure 6-4

28. 6-28 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

29. 6-29 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

30. 6-30 Managerial Implications 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

31. 6-31 Managerial Implications 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

32. 6-32 Causes of Job Satisfaction Job satisfaction - an affective or emotional response to one’s job Five models of job satisfaction -Need fulfillment, discrepancy, value attainment, equity, dispositional/genetic components

33. 6-33 Causes of Job Satisfaction Need fulfillment: satisfaction is determined by the 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: satisfaction results from the perception that a job allows for fulfillment of individual’s important work values

34. 6-34 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

35. 6-35 Correlates of Job Satisfaction

36. 6-36 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

37. 6-37 Correlates of Job Satisfaction Withdrawal cognitions – overall thoughts and feelings about quitting a job

38. 6-38 Correlates of Job Satisfaction Job satisfaction and performance are moderately related Job satisfaction and performance indirectly each other through a host of individual differences and work-environment characteristics

39. 6-39 A Values-Based Model of Work/Family Conflict Figure 6-5

40. 6-40 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

41. 6-41 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

42. 6-42 Organizational Response to Work-Family Issues Child-care services Flexible work schedules Cafeteria benefit plans Telecommuting Dry-cleaning services Concierge services ATM at work Stress reduction programs

43. 6-43 Video: The Container Store The accompanying video “Working for the Best: The Container Store” (11:02), discusses the motivational techniques that make this company a perennial top-five on lists of best companies. See also BWTV’s “Slacking Off.”