5 Motivation organisational behaviour

8/13/2019 5 Motivation organisational behaviour

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Basic Motivation concepts

From concepts toapplications


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Defining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The processes that account for anindividuals intensity, direction, andpersistence of effort toward attaining a goal.


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Physiological: includeshunger,thirst,shelter,sex, and other bodilyneeds

Safety: includes security and protection

from physical emotional harm

Social: includes affection, belongingness,acceptance , and friendship

Esteem: includes internal esteem factorssuch as self respect, autonomy, andachievement ;and external esteem factorsare status, recognition, and attention

Hierarchy of Needs Theory (Maslow)


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Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needsphysiological, safety, social, esteem, and self-

actualization; as each need is substantiallysatisfied, the next need becomes dominant.

Self-Actualization

The drive to become what one is capable ofbecoming; includes growth, achieving onespotential, and self-fulfillment


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Need Level Description of the Need Level Organizational ExampleSelf

Actualization

The need to reach ones fullest

potential

An engineer uses all of his design

skills to create a new sub-component

Esteem The need to feel good about

one-self and abilities; and to

be respected by others and to

receive their approval

Company promotes deserving

managers & recognizes employees

with awards

Belongingness The need to experience social

inter-action, friendship and

love

Having & sustaining good relations

with co-workers, supervisors, being a

member of a cohesive work team & a

part of social functions at work

Safety Need for security, stability and

a safe work environment

Having good job benefits, safe

working area and job security

Physiological Food, water, shelter and

clothing to ensure survival

Guaranteed minimum pay level that

is sufficient to provide basic

necessities

Maslows Hierarchy of Needs & Organizational Examples


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Theory X and Theory Y(Douglas McGregor)

Theory X

Assumes that employees dislike work, lackambition, avoid responsibility, and must be directedand coerced to perform.

Theory Y

Assumes that employees like work, seekresponsibility, are capable of making decisions,and exercise self-direction and self-control when

committed to a goal.


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Two-Factor Theory(Frederick Herzberg)

Two-Factor (Motivation-Hygiene) TheoryIntrinsic factors are related to job satisfaction, whileextrinsic factors are associated with dissatisfaction.

Hygiene Factors

Factorssuch as company policy andadministration, supervision, and salarythat, whenadequate in a job, placate workers. When factorsare adequate, people will not be dissatisfied.


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ERG Theory (Clayton Alderfer)

Core Needs

Existence: provision ofbasic materialrequirements.

Relatedness: desire forrelationships.

Growth: desire forpersonal development.

Concepts:More than one need canbe operative at the sametime.

If a higher-level needcannot be fulfilled, thedesire to satisfy a lower-level need increases.

ERG Theory

There are three groups of core needs:existence, relatedness, and growth.


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David McClellands Theory of Needs

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nAff

Need for AchievementThe drive to excel, toachieve in relation to a setof standards, to strive to

succeed.

Need for AffiliationThe desire for friendly andclose personalrelationships.

Need for Power

The need to make others

behave in a way that theywould not have behavedotherwise.


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Cognitive Evaluation Theory

Cognitive Evaluation Theory

Providing an extrinsic reward for behaviorthat had been previously only intrinsically

rewarding tends to decrease the overall levelof motivation.

The theory may only be relevant to jobs that

are neither extremely dull nor extremely

interesting.


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Goal-Setting Theory (Edwin Locke)

Goal-Setting TheoryThe theory that specific and difficult goals, withfeedback, lead to higher performance.

Self-Efficacy

The individuals belief that he or she is capable ofperforming a task.

Factors influencing the goals

performancerelationship:

Goal commitment, adequate self-efficacy, taskcharacteristics, and national culture.


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Reinforcement Theory

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by

providing (controlling) consequences.

Reinforced behavior tends to be repeated.

The assumption that behavior is a function ofits consequences.


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Job Design Theory

Characteristics:

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback

Job Characteristics

Model

Identifies five jobcharacteristics and theirrelationship to personaland work outcomes.


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Job Design Theory (contd)Job Characteristics Model

Jobs with skill variety, task identity,task significance, autonomy, and forwhich feedback of results is given,

directly affect three psychological statesof employees:

Knowledge of results

Meaningfulness of work

Personal feelings of responsibility for results

Increases in these psychological statesresult in increased motivation,performance, and job satisfaction.


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Job Design Theory (contd)

Skill Variety

The degree to which a job requires a variety ofdifferent activities.

Task Identity

The degree to which the job requires completionof a whole and identifiable piece of work.

Task Significance

The degree to which the job has a substantial

impact on the lives or work of other people.


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Job Design Theory (contd)

Autonomy

The degree to which the job provides substantialfreedom and discretion to the individual inscheduling the work and in determining the

procedures to be used in carrying it out.

Feedback

The degree to which carrying out the workactivities required by a job results in the individualobtaining direct and clear information about theeffectiveness of his or her performance.


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Equity Theory

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Equity Theory

Individuals compare their job inputs andoutcomes with those of others and then respondto eliminate any inequities.


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Equity Theory (contd)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)


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Propositions relating to inequitable pay:

1. Overrewarded hourly employeesproduce more than equitably rewardedemployees.

2. Overrewarded piece-work employeesproduce less, but do higher quality piecework.

3. Underrewarded hourly employeesproduce lower quality work.

4. Underrewarded employees producelarger quantities of lower-quality piece

work than equitably rewarded employees


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Distributive Justice

Perceived fairness of the amount andallocation of rewards among individuals.

Procedural Justice

The perceived fairness of the process todetermine the distribution of rewards.


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Expectancy Theory

Expectancy Theory (Victor Vroom)

The strength of a tendency to act in a certainway depends on the strength of an

expectation that the act will be followed by agiven outcome and on the attractiveness ofthat outcome to the individual.


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Expectancy Theory Relationships

EffortPerformance Relationship

The probability that exerting a given amount ofeffort will lead to performance.

PerformanceReward Relationship

The belief that performing at a particular levelwill lead to the attainment of a desired outcome.

RewardsPersonal Goals Relationship The degree to which organizational rewardssatisfy an individuals goals or needs and theattractiveness of potential rewards for the

individual.


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Why MBOs Fail

Unrealistic expectations about MBO results

Lack of commitment by top management

Failure to allocate reward properly

Cultural incompatibilities


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What is Employee Involvement?

Employee Involvement ProgramA participative process that uses the entirecapacity of employees and is designed toencourage increased commitment to theorganizations success.

Participative Management

A process in which subordinates share asignificant degree of decision-making powerwith their immediate superiors.

Examples of Employee Involvement Programs


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Examples of Employee Involvement Programs(contd)

Representative Participation

Workers participate in organizational decision makingthrough a small group of representative employees.

Works CouncilsGroups of nominated or elected employees who mustbe consulted when management makes decisionsinvolving personnel.

Board Representative

A form of representative participation; employees siton a companys board of directors and represent theinterests of the firms employees.

Examples of Employee Involvement Programs


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Quality Circle

A work group of employees who meet regularly todiscuss their quality problems, investigate causes,recommend solutions, and take corrective actions.

Employee Stock Ownership Plans (ESOPs)

Company-established benefit plans in which

employees acquire stock as part of their benefits.

Examples of Employee Involvement Programs(contd)

J b D i d S h d li


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Job Design and Scheduling

Job Rotation

The periodic shifting of a worker from onetask to another.

Job Enlargement

The horizontal expansion of jobs.

Job Enrichment

The vertical expansion of jobs.


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Work Schedule Options

FlextimeEmployees work during a common core timeperiod each day but have discretion in formingtheir total workday from a flexible set of hoursoutside the core.

Job Sharing

The practice of having two or more peoplesplit a 40-hour-a-week job.


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Work Schedule Options

Categories of telecommuting jobs:

Routine information handling tasks

Mobile activities

Professional and other knowledge-relatedtasks

Telecommuting

Employees do their work at home on a computerthat is linked to their office.


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TelecommutingAdvantages

Larger labor pool

Higher productivity

Less turnover

Improved morale

Reduced office

space costs

Disadvantages (Employer)

Less direct supervisionof employees

Difficult to coordinate

teamwork

Difficult to evaluatenon-quantitative

performance


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Variable Pay Programs

Variable Pay Programs

A portion of an employees pay is based on someindividual and/or organization measure of

performance.Piece rate pay plans

Profit sharing plans

Gain sharing plans

Variable Pay Programs (contd)


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Variable Pay Programs (cont d)

Profit-Sharing Plans

Organization wide programs that distributecompensation based on some established

formula designed around a companys

profitability.

Gain Sharing

An incentive plan in which improvements in groupproductivity determine the total amount of moneythat is allocated.

Piece-rate Pay Plans

Workers are paid a fixed sum for each unit ofproduction completed.


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Skill-Based Pay Plans

Benefits of Skill-based Pay Plans:

1. Provides staffing flexibility.

2. Facilitates communication across the organization.

3. Lessens protection of territory behaviors.4. Meets the needs of employees for advancement

(without promotion).

5. Leads to performance improvements.

Pay levels are based on how many skillsemployees have or how many jobs they can do.


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Skill-Based Pay Plans (contd)

Drawbacks of Skill-based Pay Plans:

1. Lack of additional learning opportunities that will

increase employee pay.

2. Continuing to pay employees for skills that have

become obsolete.

3. Paying for skills which are of no immediate use

to the organization.

4. Paying for a skill, not for the level of employeeperformance for the particular skill.

I li ti f M


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Implications for Managers

Motivating Employees in OrganizationsRecognize individual differences.

Use goals and feedback.

Allow employees to participate in decisionsthat affect them.

Link rewards to performance.

Check the system for equity.


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Thank you

5 Motivation organisational behaviour

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