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Motivating People to Work By: Edna Delantar MMF503 Human Behavior in organization fessor: Dr. John N. Calamiong
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Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Nov 07, 2014

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TUP - Taguig
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Human Behavior In Organization
Prof: Dr. John N. Calamiong
By: Edna Delantar
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Page 1: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Motivating People to Work

By: Edna Delantar

MMF503 Human Behavior in organization

Professor: Dr. John N. Calamiong

Page 2: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Motivation

The Basics

ContemporaryMotivational Theory

Reward s and incentives

What is Motivation

Importance in Management

Need Theory

Equity Theory

Expectancy Theory

Goal-SettingTheory

IntrinsicRewards

ExtrinsicRewards

Maslow’sHierarchy

The ERGTheory

Job DesignTheory

Page 3: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Expectancy TheoryStates that employee’s motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality).

Page 4: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Major Components:

Expectancy (Peformance Expectancy )– is the faith that better efforts will result in better performance.

Instrumentality (Reward Expectancy )– is the faith that if you perform well, then a valid outcome will be there.

Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job.

Instrumentality is affected by factors such as believe in the people who decide who receives what outcome, the simplicity of the process deciding who gets what outcome, and clarity of relationship between performance and outcomes.

Page 5: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Major Components:

Valence– is the significance associated by an individual about the expected outcome.

It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals.

Page 6: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Employees Expectancy Model of Motivation

Performance RewardEffortEffort

Perceived effort–performance

probability

“If I work hard,will I get the jobdone?”

“What rewardsdo I value?”

Perceived performance–

reward probability

Perceived Value ofReward

“What rewardswill I get when the job is well done?”

Page 7: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Managerial Implications of Expectancy Theory

Task Performance

EffortPeople exert work effort

Select capable Workers, train them,Support them and

set clear goals.

Expectancy.Clarity possible

rewards for performancegive performancecontingent reward

Instrumentality

To achieve and realizeWork-related

outcomes

Identify needs andMatch rewards

To needs

Valence

Page 8: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Advantage of Expectancy Theory

It is based on self-interest individual who want to achieve maximum satisfaction and who wants to minimize dissatisfaction. This theory stresses upon the expectations and perception; what is real and actual is immaterial.It emphasizes on rewards or pay-offs. It focuses on psychological extravagance where final objective of individual is to attain maximum pleasure and least pain.

Page 9: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Limitations of Expectancy Theory

The expectancy theory seems to be idealistic because quite a few individuals perceive high degree correlation between performance and rewards.

The application of this theory is limited as reward is not directly correlated with performance in many organizations. It is related to other parameters also such as position, effort, responsibility, education, etc.

Page 10: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Goal-Setting Theory

The famous goal setting theory was put forward by Dr Edwin Locke in the late 1960s, linking goals to performance.

It focuses on the process of setting goals. According to this theory, the individuals are motivated when they behave in ways that move them to certain goals they can expect to attain.

Goals should be accepted by the individual as long as they are accepteddemanding goals lead to better performance than easy goals

Page 11: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Goal-Setting - Definition

Is the process of developing, negotiating and formulatingthe targets or objectives that a person is responsiblefor accomplishing.

Page 12: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Goal-Setting - Guidelines

Goals should be specificGoals such as "Become a top sales" or "Sell as many products as I can" are too vague and therefore have no effect on motivation. Instead, you should set more specific goals. Specific means quantitative.

For example: set a goal such as "sell 500 products per month". This is a specific target. You will use the specific result as a source of motivation and you will perform better.

Page 13: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Goal-Setting - Guidelines

Goals Should Be ChallengingMake each goal a challenge to you. If the goal you can easily achieve, without difficulty, it is not very motivational.

Hard goals are more motivating than easy goals, because when you are challenging a goal, you will try your best and generate enough enthusiasm to get it done. When the goal has been accomplished, you will feel very happy and you will get high rewards too.

Page 14: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Goal-Setting - Guidelines

Goals should be achievableIf the goals are not realistic for you to achieve, you may lose confidence in the end. So when you set a goal, make sure that you can achieve it.

The goal should be challenging and difficult, and you believe that you can achieve it too.

Page 15: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Management by Objective (MBO) Work Process

SUBORDINATE

SUPERVISOR

SubordinatesActively participates

in developing performing goals

Jointly establishPerformance goals:

Subordinate perform tasks

while supervisorCoaches and

Provides support

Individuallyact:

Subordinatesactively participates in

performance review

Jointly evaluate results and recycle

MBO process

Page 16: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Goal-Setting - Conclusion

The theory emphasizes the important relationship between goals and performance. Research supports predictions that the most effective performance seems to result when goals are specific and challenging, when they are used to evaluate performance and linked to feedback on results, and create commitment and acceptance. The motivational impact of goals may be affected by moderators such as ability and self-efficacy. Deadlines improve the effectiveness of goals. A learning goal orientation leads to higher performance than a performance goal orientation, and group goal-setting is as important as individual goal-setting.

Page 17: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Design

The process through which managers plan and specify job tasks and the work arrangements that allow them to be accomplished.

Page 18: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Design Goals

To meet the organizational requirement such as higherproductivity, operational efficiency, quality of product/service.

To satisfy the needs of the individual employees like interest,challenges, achievement or accomplishment.

Integrate the needs of the individual with the organizationalrequirement.

Page 19: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Design Approaches

Page 20: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Design Approaches

Engineering Approach

Human Approach

Job characteristics Approach

Page 21: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Engineering Approach

The work of every workman is fully planned out by the management at least on day in advance of each man receives in most cases complete written instructions, describing in detail the task which he/she has to accomplish – FW TaylorProblem with this approach: Repetition mechanical pacing – no end product-little social interaction – no input.

Page 22: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Human Approach

The Human relations approach recognized the need to design jobs which are interesting and rewarding.Herzberg’s research popularized the notion of enhancing need satisfaction through what is called job enrichment.Factors involved: Motivators like achievement, recognition, work itself, responsibility, advancement and growth and Hygienic factors.

According to Herzberg. The Employee is dissatisfied with the job if required maintenance factors to the required degree are not introduced into the job.

Page 23: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Description Approach

Theory by Hackman and Oldham states that employees will work hard when they are rewarded for the work they do and when the work gives them satisfaction.

Hence integration of motivation, satisfaction and performance with job design.FIVE CORE job dimensions:1. Skill Variety2. Task Identity3. Task significance4. Autonomy 5. Feedback

Page 24: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Core Job Dimension

Skill VarietyThe degree to which the job requires a variety of activities that involve different skills and talents.

Task IdentityThe degree to which the job requires completion of a “whole” and an identifiable piece of work.The extent to which a job has a beginning and an end with a tangible outcome.

Page 25: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Core Job Dimension

Task SignificanceThe degree to which the job affects the lives or work of other people, both in the immediate organization and in the external environment.

AutonomyThe degree to which the job allows the individual substantial freedom, independence, and discretion to schedule the work and determine the procedures for carrying it out.Feedback

The degree to which the job activities give the individual direct and clear information about the effectiveness of his or her performance.

Page 26: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Design Process

It requires use of techniques like work-study, process planning, organizational methods and organizational analysis and also technical aspects

Job Design Process has to start from what activity needs to be done in order to achieve organizational goals.

Page 27: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Design MethodsCORE JOB CHARACTERISTICS

Skills VarietyTask Identify

Task Significance

Autonomy

Critical Psychological

Status

Outcome

Experienced Meaningfulness of the

work.

Experienced responsibility for the

outcome of work

Feedback from the JOB Knowledge of

the actual results

Mediator1. Knowledge & skills.

2. Growth need Strength3. “Content Satisfaction”

High Internal work Motivation

High Quality Work Performance

High growth satisfaction

High General Job Satisfaction

Low Absenteeism and Turn over

High work Effectiveness

Page 28: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Rotation: Job Enlargement: Job Enrichment:

Job Rotation: Refers to the movement of an employee from one Job to another.

Job Enlargement: When a job is enlarged the tasks being performed are either enlarged or several short tasks are given to on worker, thus the scope of the Job is increased because there are many tasks to be performed by the same worker.

Please note: Jobs themselves are not actually Changed, only employees are Rotated among various jobs.

Job Enrichment: is currently practiced all over the work is a direct outgrowth of Herzberg’s Two factor theory of motivation.

Page 29: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Herzberg’s Two-Factor Theory:

Hygiene Factor: work condition related to dissatisfaction caused by discomfort or pain

maintenance factorcontributes to employee’s feeling not dissatisfiedcontributes to absence of complaints

Motivation Factor: work condition related to the satisfaction of the need for psychological growth

job enrichment leads to superior performance & effort

Page 30: Expectancy Theory, Goal Setting and Designing Jobs that Motivate

Job Analysis:

Need: procurement is the first operative function of personnel management which can be sub divided into various sub functions like HRP, Recruitments and Selection.

Right PERSON for the RIGHT JOB at the Right Time and In a RIGHT PLACE.

Page 31: Expectancy Theory, Goal Setting and Designing Jobs that Motivate