Motivation I: Needs, Job Design and Satisfaction Chapter Six Copyright © 2010 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.

Motivation I: Needs, Job Designand Satisfaction

Chapter Six

Copyright © 2010 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

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After reading the material in this chapter, you should be able to:

• Discuss the job performance model of motivation.

• Contrast Maslow’s and McClelland’s need theories.

• Describe the mechanistic, motivational, biological, and perpetual-motor approaches to job design.

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After reading the material in this chapter, you should be able to:

• Review the four intrinsic rewards underlying intrinsic motivation and discuss how managers can cultivate intrinsic motivation in others.

• Discuss the causes and consequences of job satisfaction.

• Identify the causes of counterproductive work behavior and measures to prevent it

• Describe the values model of work/family conflict.

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Fundamentals of Employee Motivation

• Motivation - psychological processes that arouse and

direct goal-directed behavior

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A Job Performance Model of Motivation

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Question?

What type of employee does Heinfeld, Meech & Company recruit?

A.High technical skillsB.Neutral attitudeC.Positive attitudeD.Trainable

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Need Theories of Motivation

• Needs: Physiological or psychological deficiencies that arouse behavior.

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Maslow’s Need Hierarchy Theory

• Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization

• Human needs emerge in a predictable stair-step fashion

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McClelland’s Need Theory

• Need for achievement- Desire to accomplish something difficult.

• Need for affiliation- Desire to spend time in social relationships

and activities.• Need for power

- Desire to Influence, coach, teach, or encourage others to achieve.

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McClelland’s Need Theory

Achievement-motivated people share three common characteristics:

1. Preference for working on tasks of moderate difficulty

2. Preference for situations in which performance is due to their efforts

3. Desire more feedback on their successes and failures

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Question?

Rachel has the desire to accomplish something difficult? This relates to McClelland's need for

A. AffiliationB. AchievementC. PowerD. Glory

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Motivating Employees Through Job Design

• Job Design - changing the content and/or process of a

specific job to increase job satisfaction and performance

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Mechanistic Approach

• Targets efficiency, flexibility, and employee productivity

• Employee efficiency and productivity are increased

• Simplified, repetitive jobs lead to job dissatisfaction

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Motivational Approaches

• Job enlargement - putting more variety into a job- Horizontal loading

• Job rotation - moving employees from one specialized job to

another- Increased worker flexibility and easier

scheduling

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Herzberg’s Motivator-Hygiene Model

Figure 6-2

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Motivational Approaches: Job Enrichment

• Motivators - job characteristics associated with job

satisfaction

• Hygiene factors - job characteristics associated with job

dissatisfaction

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Motivational Approaches: Job Enrichment

• Job enrichment - building achievement, recognition, stimulating

work, responsibility, and advancement into a job

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Question?

In an effort to redesign jobs, Herman, manager of Perfect Printing, Inc., added various tasks to Amber’s job. In addition to copying, now Amber is also responsible for collating, putting covers on each job and stapling. This can be described as an example of ____________.

A.Job rotationB.Job enlargementC.Mechanistic approachD.Job enrichment

The Job Characteristics Model

Figure 6-3

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The Job Characteristics Model

• Intrinsic motivation - motivation caused by positive internal feelings

• Extrinsic motivation - caused by the desire to attain specific

outcomes

• Core job characteristics - job characteristics found to various degrees in

all jobs

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Core Job Characteristics

• Skill variety• Task identity• Task significance• Autonomy• Feedback

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Biological and Perceptual- Motor Approaches

• Based on research from biomechanics, work physiology, and ergonomics

• Focuses on designing the work environment to reduce employees’ physical strain, fatigue , and health complaints

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A Model of Intrinsic Motivation

Figure 6-4

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A Model of Intrinsic Motivation

• Sense of meaningfulness - task purpose is important and meaningful

• Sense of choice - ability to use judgment and freedom when

completing tasks

A Model of Intrinsic Motivation

• Sense of competence - feelings of accomplishment associated with

doing high-quality work

• Sense of progress - feeling that one is accomplishing something

important

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Question?

Donna has positive feelings for doing her job well. We would say she:

A.Is satisfied with her jobB.Balances her work and familyC.Is intrinsically motivatedD.Has a proactive personality

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Causes of Job Satisfaction

• Job satisfaction - an affective or emotional response to one’s job

Causes of Job Satisfaction

• Need fulfillment- extent to which the characteristics of a job

allow an individual to fulfill his or her needs

• Discrepancies- satisfaction is a result of met expectations

• Value attainment- Extent to which a job allows fulfillment of one’s

work values

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Causes of Job Satisfaction

• Equity: satisfaction- is a function of how “fairly” an individual is

treated at work

• Dispositional/Genetic Components- satisfaction is partly a function of both

personal traits and genetic factors

Correlates of Job Satisfaction

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Correlates of Job Satisfaction

• Organizational commitment- reflects the extent to which an individual

identifies with an organization and is committed to its goals

• Organizational citizenship behavior- employee behaviors that exceed work-role

requirements

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Question?

Denise works at Harvest Hope Food Bank and is committed to doing all she can to help the organization fulfill its mission. She is high in ______________.

A.Withdrawal cognitionB.Organizational commitmentC.Organizational citizenship behaviorD.Job equity

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Correlates of Job Satisfaction

• Withdrawal cognitions

- overall thoughts and feelings about quitting a job

Counterproductive Work Behavior

• Counterproductive work behavior - types of behavior that harm employees and

the organization as a whole - theft, white collar crime, absenteeism,

tardiness, drug and alcohol abuse, disciplinary problems, accidents, sabotage, sexual harassment, and violence

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A Values-Based Model of Work/Family Conflict

Figure 6-5

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A Values-Based Model of Work/Family Conflict

• Family values involve enduring beliefs about the importance of family and who should play key family roles

• Two distinct forms - Work interference with family- Family interference with work

A Values-Based Model of Work/Family Conflict

• Value similarity - relates to the degree of consensus among

family members about family values

• Value congruence - involves the amount of value agreement

between employee and employer

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Question?

Sue has different ideas about some of the ethical choices her supervisor has made. She is low in ________.

A.Value similarityB.Value congruence C.Ethics congruenceD.Ethics similarity

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Supplemental Slides

• Slides 40-44 contain extra non-text examples to integrate and enhance instructor lectures

- Slide 40: Factors that Drive Engagement- Slides 41: Factors that Drive Employee Commitment- Slide 42: Employee Theft on the Rise- Slide 43: Intrinsic Motivation- Slide 44: Video discussion slide

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Factors that Drive Engagement

• Sr. Management’s interest in employees’ well-being• Challenging work• Decision-making authority.• Evidence that the company is focused on customers.• Career advancement opportunities• Company’s reputation as a good employer• Collaborative work environment• Resources to get the job done• Input on decision making

Factors that Drive Employee Commitment

• The company’s care and concern for employees

• Fairness at work• Feelings of accomplishment• Day-to-day satisfaction• Appreciation of ideas

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Employee Theft on the Rise

• Employee theft at retail stores: $14.9 billion in 2000

• Employee theft responsible for 46% retail shrinkage—more than shoplifters

• 30 major retail chains caught 73,300 employees stealing

• Employee theft costs companies $20 billion to $40 billion a year

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Intrinsic Motivation

• Read an article on “Intrinsic Motivation” by Elliot and Harackiewicz

Video Case: Motivation Convention

• Are people fundamentally different today than in the past? Why do workers need to be “buttered up” more today?

• What are some different types of incentives employees are given today to “motivate” them? What have you received in terms of different incentives from your employers?

• Why is motivating employees so important - do you think it makes that big of a difference?

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