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Understanding and

Managing Organizational

Behavior

4th Edition

Chapter 6:6:The Nature of Work The Nature of Work

MotivationMotivation

JENNIFER GEORGE JENNIFER GEORGE & GARETH JONES& GARETH JONES

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Chapter Objectives

Appreciate why motivation is of central importance in organizations and the difference between intrinsic and extrinsic motivation

Understand what we can learn about motivation from need theories

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Chapter Objectives

Describe why expectancy, valence, and instrumentality are of central importance for work motivation

Appreciate the importance of equity and the dangers of inequity

Understand why procedural justice is so important and how to promote it

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Opening Case: Motivating Employees at SAS Institute

How can organizations continue to grow and have satisfied employees in the hard times as well as the good times?

SAS – the largest privately owned software company in the world

9,000 employees 1 of the 100 Best Companies to Work for in

America and 100 Best Companies for Working Mothers

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What is Work Motivation?

Psychological forces within a person that determine – the direction of a person’s behavior in an

organization, – a person’s level of effort, and – a person’s level of persistence in the face

of obstacles Table 6.1

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Motivation and Performance

Performance is an evaluation of the results of a person’s behavior

Motivation is only one factor among many that contributes to an employee’s job performance

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Motivation

Intrinsic– Source of

motivation is actually performing the behavior

– Behavior performed for its own sake

Extrinsic– Source of

motivation is acquisition of material or social rewards or to avoid punishment

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Theories of Motivation

Need Theory Expectancy Theory Equity Theory Procedural Justice Theory

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Need Theory

What outcomes is an individual motivated to obtain from a job and an organization?

Employees have needs that they are motivated to satisfy in the workplace

Only unsatisfied needs motivate

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Expectancy Theory_1

Does the individual believe that his or her inputs will result in a given level of performance?

Employees will not be motivated to contribute their inputs to the organization unless they believe that their inputs will result in achieving a given level of performance, regardless of available outcomse

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Expectancy Theory_2

Does the individual believe that performance at this level will lead to obtaining desired outcomes?

Employees will be motivated to obtain given level of performance only if that level of performance leads to desired outcomes

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Equity Theory

Are outcomes perceived as being at an appropriate level in comparison to inputs?

From past experience or observation, employees will have a sense of what level of inputs should result in a certain level of outcomes

Outcomes based upon inputs Different employees’ outcome/input ratios

equal

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Procedural Justice Theory

Are the procedures used to assess inputs and performance and to distribute outcomes perceived as fair?

Employees will not be motivated to contribute inputs unless they perceive that fair procedures will be used to distribute outcomes

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Need Theories

Maslow’s Hierarchy of Needs– 5 universal needs– Hierarchy of

importance– Once satisfied,

need no longer motivates

Alderfer’s ERG Theory– 3 universal needs– Hierarchy of

importance– Flexible movement

amongst levels

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Expectancy Theory

Valence– How desirable is an outcome?

Instrumentality– What is the connection between job

performance and an outcome? Expectancy

– What is the connection between effort and job performance?

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Yes or No?

Will I be able to obtain outcomes I desire? Do I need to perform at a high level to

obtain these outcomes? If I try hard, will I be able to perform at a

high level?– Motivation occurs only when the answer

is YES to all three questions!

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Equity Theory

Inputs– Special skills– Training– Education– Work experience– Effort on the job– Time

Outcomes– Pay– Fringe benefits– Job satisfaction– Status– Opportunities for

advancement– Job security

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Equity Theory_2

Inputs lead to outcomes Objective level of outcomes does not

determine work motivation Outcome/input ratio compared to ratio of

referent others leads to work motivation

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Ways to Restore Equity

Change inputs or outcomes Change referent’ inputs or outcomes Change perceptions of inputs and outcomes Change the referent Leave the job Force referent to leave the job

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Procedural Justice Theory

Perceived fairness of the procedures used to make decisions about the distribution of outcomes – Not the actual distribution of outcomes

Procedural decisions– How performance levels are evaluated– How grievances are handled– How outcomes are distributed

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Procedural Justice Theory_2

Higher motivation occurs when procedures used to make decisions are perceived as fair

Factors for determination of fairness– Interpersonal treatment of employees– Extent to which managers explain

decisions to employees