Chap 9

MOTIVATION, SATISFACTION AND PERFORMANCE

SATURDAY, December 19, 09

THE PROJECT

Submit in next class

Course Outline

Sr. |Chap|Final Exam Chapter HeadingNo.|No. |Q. No.1. 1 1 An Introduction to Motivational Concept (260909)2. 2 2 Motivation in the History (101009)3. 3 3 Darwinian Theory of Evolution and Motivation

(171009)4. 4 4 Instinct and Motivation (311009)5. 5 5 The Effect of Frustration, Conflict and Stress (051109

& 071109)6. 6 6 Need Theories of Motivation (211109)7. 7 7 Reinforcement/Incentive Theories (051209)8. 8 8 Expectancy Theories of Motivation (171209)9. 9 9 Motivation, Satisfaction, and Performance (191209)10. 10 10 Motivation and Monetary Rewards11. 11 11 Motivation Through MBO and Performance Appraisal

Marks Distribution:

Number of Quizzes attended + Midterm + Final assignment

MOTIVATION SATISFACTION AND PERFORMANCE

Does motivation leads to high performance

Is a satisfied worker a productive worker

What happens if an employee is not satisfied with his job

WHAT THEORIES HAVE TO OFFER

Performance is a function of ability and motivation (Viteles 1953, Vroom 64, Lawler 66)

Unsatisfied needs cause motivation (Maslow 1954, McGregor 60)

Satisfaction causes performance (Herzberg 64) Performance causes satisfaction (Porter and Lawler 68,

Vroom 64) Reward causes satisfaction (Cherringtion 71) The satisfaction-performance relationship is moderated by

other organizational variables (Schwab & Cummings 70) There is no relationship between satisfaction and

performance (Kahn 60, Locke 70) Job dissatisfaction causes such dysfunctional behaviors as

absenteeism, turnover, accident and strike (Herzberg 57, Vroom 64)

Performance can be understood in terms of the individual’s ability to perform the task

Performance depends solely upon the level of motivation

According to Mayer (55) & Vroom (64) “Performance is the function of ability (A) and motivation (M)”

P=f (AxM) If A=0, Performance +0, if M=0, Performance =0 If there is no role of motivation in performance,

and performance is the function of ability, then the relationship of ability and performance becomes directly proportional

Positive, Negative or weak motivation Inverted U relation ship between motivation and

performance (Vroom 1964)

MOTIVATION & PERFORMANCE

MOTIVATION & PERFORMANCE P=f (AxM)

If motivation is high and you increase ability, Performance will increase

If motivation is low or negative, increase in ability will decrease performance

With moderate motivation, a positive increase is seen in performance with the increase in ability.

Stress and motivation

THEORIES OF JOB SATISFACTION

1. NEED FULFILLMENT THEORY: A satisfied need no longer remains a motivator,

but it activates another unfulfilled need to motivate the person

A revision: The satisfaction of lower order needs leads to

decrease motivation. But, satisfaction of higher-order needs leads to increased motivation

Current satisfaction reduces motivational effort while expected future satisfaction increases the same

Maslow's Hierarchy

Physiological NeedsSecurity and Safety NeedsSocial NeedsSelf-Esteem Needs Self-Actualization Needs

THEORIES OF JOB SATISFACTION

2. SATISFIERS AND DISSATISFIERS: Herzberg’s two factor theory Satisfiers: Growth oriented needs and lead to job

satisfaction and then high performance

Dissatisfiers: Existence and socialization needs and lead to no dissatisfaction and routine performance

Satisfaction vs. Dissatisfaction

MotivatorsAchievement

Growth

Recognition

Responsibility

HygieneCompensation

Fringes

Supervision

Work Conditions

THEORIES OF JOB SATISFACTION

3. DISCREPANCY THEORY:

Job satisfaction is determined by the difference between the actual reward level and the expected reward level

Greater the difference, lower is the satisfaction.

John Locke (1969) “Job satisfaction is the perceived difference between what a person actually receives and what he wants to receive”

Level of aspiration is not the measure in this theory

The expectations of an individual are the real measure of his job satisfaction in this theory.

THEORIES OF JOB SATISFACTION

4. EQUITY THEORY:

Adams states that employees examine how fairly they have been treated in comparison with the treatment received by others.

A compatible input-output ratio with others makes him satisfied He feels guilty, if he is on the higher side He gets dissatisfied, if he finds himself under rewarded

Cognitive distortion of inputs & outputs – the employee Cognitive distortion of inputs & outputs – the employee may distort facts for example how hard they are really may distort facts for example how hard they are really working or the relevance of their experience or working or the relevance of their experience or qualificationsqualifications

Leaving the field – absenteeism, resignation, request for transferLeaving the field – absenteeism, resignation, request for transfer

Changes to inputs – the employee may attempt to Changes to inputs – the employee may attempt to change inputs without changing outputs e.g. rates change inputs without changing outputs e.g. rates of pay, holidays, status & recognitionof pay, holidays, status & recognition

Changing the Object of Comparison – the employee Changing the Object of Comparison – the employee may begin to compare him/herself with different and may begin to compare him/herself with different and inappropriate members of the organisationinappropriate members of the organisation

Changes to inputs – the employee decreases the level of either the amount or quality of their work

Acting on others – the employee may attempt to persuade others to lower their productivity or try to force them out

THEORIES OF JOB SATISFACTION

5. VALENCE SATISFACTION THEORY:

People are attracted to an object or incentive because it is perceived to be able to satisfy their needs

Job satisfaction is measured by the total amount to outcome valences available to an employee

Motivation of an employee depends on the amount of anticipated outcome valences and the expectancy that his effort will result in performance that will make him receive his valued outcome

COMPARISON

DIFFERENCES:

Fulfillment theory: Job satisfaction is the amount of satisfied needs which reduces search behaviour

Two-Factor Theory: Job satisfaction is a source of reinforcement which increases search behaviour

Valence Theory: It is an anticipation of receiving valued outcomes

SIMILARITIES: Unsatisfied needs stimulate behaviour

Satisfied need activates unsatisfied need