MOTIVATION WEEK 2 LECTURE II Dr Yseult Freeney. ASSIGNMENT DUE THURSDAY OCTOBER 30 th @ 4PM MATERIAL IN THIS LECTURE IS HIGHLY RELEVANT TO THIS ASSIGNMENT.

MOTIVATION

WEEK 2 LECTURE II

Dr Yseult Freeney

ASSIGNMENT• DUE THURSDAY OCTOBER 30th @ 4PM

• MATERIAL IN THIS LECTURE IS HIGHLY RELEVANT TO THIS ASSIGNMENT

• Moodle Details

Reinforcement Theory - Evaluation

• Little insight into motivational processes; merely describes the relationship between reinforcement and behavior

• Is the use of rewards to regulate behavior an unethical form of manipulation?

• Not specific whether or not a person will want a reward

5 / 38Huczynski & Buchanan, Organizational Behaviour 6e, © Pearson Education 2007

Why study motivation?

Reference: Page 239

Why study motivation?

Motive - from the Latin movere, to move

We each have a different reason for getting out of bed in the morning

Our motives are major determinants of our behaviour

If we understand your motives, we can influence your behaviour (take a day’s holiday if you finish that assignment)

What is motivation?

The internal force which drives behaviour

• Direction - i.e. what a person is trying to do• Effort - how hard a person is trying• Persistence - i.e. how long a person continues trying

What is motivation?

Direction Component: What do we want?

High job performance?

Teamwork?

Reliability?

Long tenure?

Good citizenship? e.g. altruism, civic virtue, sportsmanship

What is motivation?

Motivation N.B.s

People are usually motivated to do something - even nothing

Motivation is not the only determinant of performance: what else might matter?

Motivation does not always result in performance

People are motivated by more than just money

What is motivation?

Need a coffee???


Motivation

• Perspective 1: Goals• What are the main motives for our behaviour? Views motivation in

terms of desired outcomes and goals (Content theories of motivation: Maslow’s needs hierarchy; ERG Theory)

• Perspective 2: Decisions• Why do we decide to pursue certain goals? – views motivation as a

cognitive decision-making process. This question is addressed by process theories of motivation (Equity theory; goal setting theory)

• Perspective 3: Influence• How can we motivate employees to work harder? This perspective

views motivation as a social influence process and is addressed by job enrichment theories

Reference: Page 240

What motivates people at work?

Source: Based on Robson, 2004


Motivation

• Perspective 1: Goals• What are the main motives for our behaviour? Views motivation in

terms of desired outcomes and goals (Content theories of motivation: Maslow’s needs hierarchy; ERG Theory)

• Perspective 2: Decisions• Why do we decide to pursue certain goals? – views motivation as a

cognitive decision-making process. This question is addressed by process theories of motivation (Equity theory; goal setting theory)

• Perspective 3: Influence• How can we motivate employees to work harder? This perspective

views motivation as a social influence process and is addressed by job enrichment theories

Reference: Page 240

Video & Discussion What motivates people at work?

http://www.youtube.com/watch?v=u6XAPnuFc

One thing that surprises you the most?

Why does money de-motivate?

Are the implications of this research applicable to all types of occupations and organisations?

What motivates people at work?

Source: Based on Robson, 2004

CONTENT THEORIES OF MOTIVATION

MaslowERGHerzberg

Maslow’s Needs Hierarchy

•A satisfied need ceases to motivate behavior

• Needs are ordered hierarchically with lower order biological and safety needs at the bottom and higher order needs at the top

•Lower level needs must be satisfied before higher level needs are activated


Hierarchy of needs theory: Application

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The ERG theory of motivationClayton Alderfer (1972) argued that it was more realistic to

consider three basic categories of needs which he called

Three need levels:

Existence needs — desires for physiological and material well-being.

Relatedness needs — desires for satisfying interpersonal relationships.

Growth needs — desires for continued psychological growth and development.

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The ERG Theory of Motivation

ERG theoryAny/all needs can influence behavior at one time.

Frustration-regression principle.An already satisfied lower-level need becomes reactivated when a higher-level need is frustrated

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Social process of motivating others: Herzberg’s two-factor theory of motivation

Improvement will remove Dissatisfaction but willnot improve motivation

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Comparison of Maslow’s, Alderfer’s, Herzberg’s, and McClelland’s motivation theories

Exercise

• In groups of 3 discuss the following:

Think of a particular job that you enjoyed most. What did you like about it so much? Now, think about a job that you enjoyed least. What made

you dislike it so much?

PROCESS THEORIES OF MOTIVATION

ExpectancyGoal SettingEquity

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Process theories of motivation …

• How people make choices to work hard or not.Types of process theories:• Choices are based on:

• Individual preferences.• Available rewards.• Possible work outcomes.

• Expectancy theory.• Equity theory.• Goal-setting theory.

Expectancy Theory

Vroom’s VIE Theory (1964)

1. Expectancy - If I tried would I be able to perform the action?

2. Instrumentality - Would performing the action lead to identifiable outcomes?

3. Valence - How much do I value those outcomes?

Expectancy Theory Cognitive reinforcement theory

Concentrates on the process, not on the content of motivation

Predicts motivation not performance=> How do people choose which of several possible courses of action they will pursue?

Choice process as a cognitive, calculating appraisal of three factors for each of the actions

Force = Exp x (Sum Valence x Instrumentality)

Multiplicative implies all must be high

Justice Theories

Key feature: people motivated by fairness.

• Equity Theory (Adams 1965)

• A person is motivated to achieve and maintain a fair balance between what they put into their work (inputs) and what they get out of it (outcomes). Fairness is defined by comparison with relevant others.

My outputs/My inputs = Other’s outputs/Other’s inputs

• Homeostatic approach• Overpayment Increase effort• Underpayment Decreased effort, turnover

29 / 38

Equity Theory

Individualperceivesinequality

Individualexperiencestension

Individualwants to reducetension

Individualtakesaction

30 / 38

Equity Theory - Measuring and Adjusting

Reference: Page 248

Measuring and AdjustingEquity exists when these ratios are equal:

my rewards (minus my costs) your rewards (minus your costs)=

my effort and contribution your effort and contribution

Strategies for reducing inequity1. Alter your outcomes 2. Adjust your inputs 3. Alter the comparison person’s outcomes 4. Alter the comparison person’s inputs 5. Compare with someone else 6. Rationalize the inequity 7. Leave

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Managerial implications of equity theory

• Underpaid people experience anger.• Perceptions of rewards determine motivational outcomes.• Do not underestimate the impact of pay as a source of

equity controversies in the workplace. • Gender equity.• Comparable worth.


Managerial application

Performance goals – clarity

Offer rewards employees value

Reward good job performance

Do not ignore intrinsic and extrinsic rewards

Performance measurement = objectivity + fairness

33 / 38

Goal-Setting Theory

Reference: Page 254

Goal-setting theory Edwin Locke (1968, 1975; Latham and

Yukl, 1975) argues that ‘goal-setting is more appropriately viewed as a motivational technique

Technique relies on a series of propositions which helps us to explain and to predict work behaviour, so it is entitled to be described as theory

Can you define goal setting theory?

A process theory which argues that work motivation is influenced by goal difficulty, goal specificity and knowledge of results

Goal-Setting TheoryA goal is ... a target level of performance

If a goal is... difficult

specific

And if a person... accepts the goal

feels committed to it

gets feedback on their progress

Then their performance

Improves because... their behavior is focused

they try hard

they keep trying

they develop strategies

35 / 38

Characteristics of Effective Goals

M

A

S

R

T

pecific

easurable

ction-related

realistic

imely

Goal-Setting Theory

Goal setting among managers at microsoft

Job Design

Job characteristics model (JCM) Hackman and Oldham (1976, 1980)

skill varietytask identitytask significanceautonomy feedback

Explains their impact through motivational and psychological dynamics.

Social and contextual factors are mostly relegated to the role of boundary conditions and contingency factors.


Job Characteristics model

Descriptions of the characteristics•Skill variety – extent to which a job makes use of different skills and abilities

•Task identity – extent to which a job involves a “whole” and meaningful piece of work

•Task significance - results matter both in and out of firm

•Autonomy - ability to work independently and have some responsibility for one’s work

•Feedback - information about results

Job Design• Hackman and Oldham (1976; 1980) stipulate that it is the

perceptions of the core job characteristics that are directly antecedent to the critical psychological states, rather than the objective job properties

Growth Need Strength• The most recent version of the JCM (Hackman & Oldham, 1980)

postulates that individuals' reactions to job characteristics and to psychological states are moderated by the strength of their needs for personal growth and accomplishment at work and readiness & capabilty to respond positively to job enrichment (i.e., GNS), and satisfaction with certain contextual aspects of their work environment (pay, job security, co-worker, and supervision).

• Oldham and his colleagues (Hackman & Oldham, 1980; Oldham, Hackman, & Pearce, 1976) further suggest that GNS and each context satisfaction may jointly moderate the relations of the JCM.

Relational Perspective

• Accentuates the role of interpersonal interactions and interdependencies in work

• Processes that promote employees’ connections to other people

• Grant (2007) argues that task significance can be promoted by making employees aware that their endeavours affect the well-being of others.

Why are relational mechanisms important?• Employees have basic motives to experience their actions as

related and connected to other people (e.g., Baumeister & Leary, 1995; Ryan & Deci, 2000).

• Task significance provides such a connection by signalling to employees that their efforts influence the well-being of other people (Grant, 2007).

• Application: • Hand hygiene• Fundraising

Discussion• What changes in workplaces and in employment make

relational mechanisms more important in current times?

GROUP EXERCISE

Motivation

Perfect Pizzeria


Job Characteristics model

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Recap

1. Understand different ways in which the term motivation is used

2. Understand the nature of motives and motivation processes as influences on behaviour

3. Use expectancy theory and job enrichment to diagnose organizational problems and to recommend solutions

4. Explain the contemporary interest in this field, with respect to the link between organization strategy and high-performance work systems

BEFORE NEXT CLASS!!

http://www.humanmetrics.com/cgi-win/jtypes2.asp

Please try this Myers-Briggs Test before your next class and record your type

ENFJ Identify Your Career with Jung Career Indicator™

MOTIVATION WEEK 2 LECTURE II Dr Yseult Freeney. ASSIGNMENT DUE THURSDAY OCTOBER 30 th @ 4PM MATERIAL IN THIS LECTURE IS HIGHLY RELEVANT TO THIS ASSIGNMENT.

Documents

study motivation

motivation n

perspective views motivation

organizational behaviour

pearson education

huczynski buchanan

main motives

certain goals