14. Ob Motivation

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Where as content theories Address Question of Whatmotivates. Process Theories address how ofmotivation.

They: Deal With Cognitive antecedents that go into

motivation or effort.

The way the cognitive antecedents of an individual relateto one another.

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I. Allocating extrinsic rewards for behavior that had beenpreviously Intrinsically rewarding tends to decrease overalllevel of motivation.

II. Conversely: Elimination of extrinsic rewards can produceshift from external to an internal explanation.

Limitations:

a) Study conducted on students, real life extrinsic rewardsmean a lot of status symbol, importance in organization.

b) Very high intrinsic motivation levels are strongly resistantto the detrimental impact of extrinsic rewards.

c) Dull tasks extrinsic rewards appear to increase intrinsicrewards.

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Therefore Cognitive Evaluation Theory may be

relevant to that set of organization jobs that fall inbetween those that are neither extremely dull norextremely interesting.

GOAL SETTING THEORY

The theory that specific and stretchable goals withfeedback lead to higher performance. Specific Hardgoals produce higher level of output.

Four other important Factors influence Goal

Performance relationship:i. Goal Commitment

ii. Adequate Self Efficacy

iii. Task Characteristics

iv. National Culture4H.V.Kothari


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Goal Commitment:Goals when made public

When individual has internal locus of control.

When goals are self set rather than assigned.

Self Efficacy: The competence of a person todo a job. An individuals belief that he or she is

capable of performing a task. Higher SelfEfficacy More confidence in your ability tosucceed.

so Difficult Circumstances -> Higher Effort

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Task Characteristic: Goals: Positive effect on performance when tasks

are simple rather than complex Well learned rather than novel Independent rather than interdependent (Group

Goals preferred) National Culture: More suitable to US, Canada where

Employees reasonably independent (not too high ascore on power distance)

Management & Employees seek challenging goals(Low on the uncertainly avoidance)

Performance is considered important by both(High in quantity of life). In opposite to aboveChile & Portugal have different characteristic.

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Behavior is function of its consequences.

The theory ignores the inner state of the individualand concentrates solely on what happens to a person

when the person takes action. Lower productivity can also be explained in terms of

goals, in terms of(i) Goal (ii) Equity (iii)Expectations

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Observed although task was goal directed it was not goalthat provided motivation. It was task itself. The tasks wereso consuming that people had no attention left to thinkabout anything irrelevant or worry about problems.

Intrinsic motivation is achieved where people experiencefeeling of: Choice: Able to select task that make sense to you & perform

them in their own way.

Meaningfulness: The purpose of tasks is worthy and alignedwith layer scheme of things/goals individual.

Progress: Making significant advancement in achieving taskspurpose.

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Individuals compare their job inputs and outputs(outcomes) with others within organization areoutside organization; and then respond to eliminateinequalities.

Four Moderating Variable:1. Gender

2. Length of Tenure3. Level of Organization

4. Amount of Education & Professionalism

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When employee perceive inequity tries to reduce it either:I. Change Inputs (Dont exert as much effort)

II. Change Outputs: (Piece rate workers can increase theirpay by producing higher quantity of lower quality)

III. Distort perception of self: (I thought, I worked at moderatepace, but now I realize I worked harder than others)

IV. Distort Perception of Others

V. Leave the field (quit Job)

VI.Change Referent: I may not be doing as much as A butdoing better than B.

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Therefore we can say:a) Payment by Time Over rewarded employees will

produce more than other employees.b) Payment by Quantity Over rewarded employees will

produce fewer but with very high quality.

c) Payment by Time Under rewarded produce less orpoorer quality.

d) Payment by Quantity Under rewarded are in largenos. with lower quality.

Above support by research with qualificationI. Inequities created by overpayment not significant impact.

II. Not all people are equity sensitive.

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Distribute Justice: Perceived fairness of the amount andallocation of rewards among individuals. This will increase

job satisfaction and Organizational Commitment.

Procedural Justice: Perceived fairness of the process used todetermine the distribution of rewards. It increases:i. Organizational commitmentii. Trust in Bossiii. Lessons intention to quit.

Research Distributive Justice: Increases employeessatisfaction.

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Individual

Effort

Individual

Performance

Organization

Rewards

Personal

Goals

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Effort Performance Relationship: Probabilityperceived by Individual that exerting a given amount

will lead to performance. Performance Reward Relationship: Degree to which

individual believes that performing at a particularlevel will lead to desired outcome.

Reward Personal Goal relationship: Degree to whichOrg. Reward satisfaction individual personal goalsand attractiveness of rewards for individuals.


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The theory is defined as:

The strength of a tendency to act in a certain waydepends on strength of expectation that the act will befollowed by a given outcome and on the attractivenessof that outcome to individual.

The Key to expectancy theory is the understanding ofan individuals goals and setting performance of

rewards system accordingly.The Theory propose to explain different level of efforts

from the same person under different circumstances.

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1. Control Theory: Two VersionsA. Control as Cognitive Phenomena:

Individuals ability to control his life- Aspectsassociated with his job.

More personal control- More ability to handleunpleasant events with poise and experiences. Less stressed- Enhance job satisfaction and reduce

absenteeism.

B. Control as management function : Strategic control byhuman resources is as important as input and outputof organization.

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2.Agency theory

Concept: That in business principal (Owner,Board of Directors, Controlling managers)engages another person - Agents to performsome activities on his behalf . In practicesometimes there is conflict in interests of bothresolved by establishing rewards or incentives forAgents when they achieve desired results.Various rewards like pay for performance,

Compensation contracts etc. are worked out.

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To increase productivity & motivation use design/redesignjobs in such a way that takes in to account humanbehavioral aspects.

To break monotony based classical theory of specialization

of work to introduce the following concept in job design.1) Combination of tasks :- measures for skill variety, task

identity & interdependence instead of very small part,complete task of combination of various small parts done

for break monotony & bring task identification.Team formed members rotate jobs at regular intervalsability of team members increase.

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2. Vertical loading of jobs :-

Apart from their work employees given adequateresponsibility of planning, scheduling & executingactivities themselves and made completelyaccountable for jobs.

Employees made to understand the importance &

implications of jobs they handle so that they realizesignificance of it.

The above measures enable the employees toexperience meaningfulness & responsibility at their

jobs, increasing the motivation.

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Feedback helps to know employees about whether theyare on right track & sensitize them towards importanceperformance and their own progress. This motivatesthem on their job.

Formation of Natural Teams :-Informal, self motivated teams formed within existingstructure to facilitate interaction among various group

of employees which enhances skill variety & builds teamspirit through emotional bonding.

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14. Ob Motivation

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