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Chapter 6
The Nature of
Work Motivation
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Table 6.1 Elements of
Work Motivation
Direction of Behavior
When faced with obstacleshow hard does a person keep
trying to perform achosen behavior successfully?
How hard does a personwork to perform achosen behavior?
Which behaviors does aperson choose to perform
In an organization?
Level of Effort
Level of Persistence
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Figure 6.1 The Motivation Equation
Inputs:
EffortTimeEducation
ExperienceSkills
KnowledgeJob behaviors
Performance:QuantityQuality
Level ofcustomer
service
Outcomes:
PayJob security
BenefitsVacation
SatisfactionPleasure
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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
P= F(M+E+O)
– Motivation, Effort, & Opportunity
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Motivation
Intrinsic
– actually performing
the behavior – Behavior performed
for its own sake
Extrinsic
– Based on
acquisition ofmaterial or socialrewards or
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Theories of Motivation
Need Theory
Expectancy Theory
Equity Theory
Procedural Justice Theory
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Maslow’s Hierarchy of Needs
SA
Esteem
Belongingness
Safety
Physiological
Self-Actualization
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Table 6.3 Alderfer’s ERG Theory
Need Level Description
Growth Needs Needs for self-
development andproductive work
Relatedness Needs Needs to have goodinterpersonal relations
Existence Needs Basic needs for humansurvival
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Need Theories
Maslow’s Hierarchy
of Needs
– 5 universal needs
– Hierarchy ofimportance
– Once satisfied,need no longermotivates
Alderfer’s ERG
Theory
– 3 universal needs
– Hierarchy ofimportance
– Flexible movementamongst levels
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Theories of Motivation
Need Theory
Expectancy Theory
Equity Theory
Procedural Justice Theory
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Expectancy Theory
Effort------- Performance ---Rewards
Expectancy
Valence
Instrumentality
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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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Figure 6.3 Expectancy Theory
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Equity Theory
What?
– Compare inputs to outcomes
• Who?
–Inside/outside of occupation
–Inside/outside organization
–Inside/outside of nation
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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
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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Table 6.4 Conditions of
Equity and Inequity
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Ways to Restore Equity
How do you restore equity if inequity is
perceived?
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Procedural Justice Theory
What?
– Perceived fairness of the procedures
used to make decisions about thedistribution of outcomes
– Not the actual distribution of outcomes
Distributive justice
– Actual distribution
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Procedural Justice Theory
Procedural decisions
– How performance levels are evaluated
– How grievances are handled
– How outcomes are distributed
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Procedural Justice Theory
Higher motivation occurs when proceduresused to make decisions are perceived as
fair Factors for determination of fairness
– Interpersonal treatment of employees
– Extent to which managers explain
decisions to employees
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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 softwarecompany in the world
9,000 employees
1 of the 100 Best Companies to Work for inAmerica and 100 Best Companies for WorkingMothers