Scandura ppt 07

CHAPTER 7:MOTIVATION:

CORE CONCEPTS

AGENDA

• Motivation process

• SMART goals

• Job characteristics theory

• Equity and organizational justice

• Expectancy theory

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 2

DO YOU HAVE GRIT?

• Grit is the ability to stick to a goal and not give up even in the face of adversity.

• Grit may be as important as intelligence.

• There are a lot of smart people who don’t achieve.

• Research found that students who had more grit (but were not as intelligent as their peers) worked harder and had the highest GPAs.


WHAT IS MOTIVATION?

Motivation is…

• What a person does (direction)

• How hard a person works (intensity)

• How long a person works (persistence)


THE MOTIVATION PROCESS


NEED THEORIES

• Maslow’s hierarchy of needs

• Physiological Needs

• Safety

• Social Belonging

• Esteem

• Self-actualization


HERZBERG’S TWO-FACTOR THEORY

• Also called Motivator-Hygiene Theory

• Motivators – cause satisfaction

• Hygienes – cause dissatisfaction

• Different work factors cause people to be satisfied or dissatified


TWO FACTORS AND JOB SATISFACTION


Hygiene/Dissatisfaction Factors Motivation/Satisfaction Factors

Company Policies Achievement

Supervision Recognition

Work Conditions The Work Itself

Security Responsibility

Salary Growth

Status Advancement

MCCLELLAND'S THREE FUNDAMENTAL NEEDS

• Need for achievement (nAch)—the drive to succeed at high levels

• Need for power (nPow)—the need to influence others to do what you want

• Need for affiliation (nAff)—the need for close personal relationships


SMART GOAL SETTING

• Specific

• Measurable

• Achievable

• Relevant

• Time Based


MOTIVATING BY CHANGING THE TASKS: JCTFive core dimensions of the job characteristics theory:

• Skill variety

• Task identity

• Task significance

• Autonomy

• Feedback


JOB CHARACTERISTICS THEORY

Source: Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.


DESIGNING MOTIVATIONAL JOBS

JCT-designed jobs give internal rewards

Individual’s growth needs are moderating factors

Motivating jobs must Be autonomous

Provide feedback

Have at least one of the three meaningfulness factors


HOW CAN JOBS BE REDESIGNED?

Job rotation

Periodic shifting of an employee from one task to another

Job enrichment Increasing the degree to which the worker controls the planning, execution and evaluation of their work


JOB ENRICHMENT

• Reduces turnover and absenteeism

• Increases satisfaction

• Keeps workers engaged

• Allows workers to develop and use more skills


EXTENSIONS TO THE JCT

• Task interdependence—the degree to which a person relies on others in performing their work

• Growth need strength—a person’s need to learn new things, grow, and develop as a result of working.

• Varies by person


JOB CRAFTING

The extent to which individuals can demonstrate initiative in designing their own work


THE ROLE OF LEADERS IN GOAL SETTING

• Negotiate mutual goals one-on-one with each direct reports.

• Employees that receive feedback on their progress achieve higher levels of performance than those who don’t.


THE IMPORTANCE OF FAIRNESS

• Equity theory

• Organizational justice

• Developing a fair reputation


EQUITY THEORY

A given person (a focal person, FP) compares their inputs and outcomes to a person that they choose to compare themselves to (a comparison other, CO).


EQUITY THEORY: 3 POSSIBLE SITUATIONS• The inputs and outcomes for the focal person

(FP, i.e., YOU) equal the inputs and outcomes for the comparison other (CO, i.e., your coworker).

• The input and outcomes for the FP are lowerthan the inputs and outcomes for the CO.

• The input and outcomes for the FP are higherthan the inputs and outcomes for the CO.


BALANCING INPUTS AND OUTPUTS


Source: Adapted from: Adams, J. S. (1965). Inequity in social exchange. In: L. Berkowitz (Ed.), Advances in experimental social psychology, 2 (pp. 267–299). New York: Academic Press.

ORGANIZATIONAL JUSTICE

• Organizational justice is the “members’ sense of the moral propriety of how they are treated” (Cropanzano 2007).

• Distributive justice

• Procedural justice

• Interpersonal justice

• Informational justice


COMPONENTS OF ORGANIZATIONAL JUSTICE


Source: Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386–400.

EXPECTANCY THEORY

Three components

1. Employees decide to put forth effort when they believe that their efforts will lead to good performance. The E P expectancy

2. The employee’s performance will be evaluated accurately and lead to rewards (pay raises, bonuses). The P O instrumentality.


EXPECTANCY THEORY (CONTINUED)

3. The employees value the rewards offered by the organization.

Valences - Vs


EXPECTANCY THEORY


Source: Vroom, V. H. (1964). Work and motivation. New York, NY: John Wiley.

PATH–GOAL THEORY

Leaders motivate followers to accomplish goals by establishing the paths to the goals.

Four Leadership behaviors

1. Directive

2. Supportive

3. Participative

4. Achievement-oriented


PATH-GOAL THEORY


Sources: House, R. J. (1971). A path-goal theory of leadership effectiveness. Administrative Science Quarterly, 16, 321–328; House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81–97.

ADAPTING TO THE SITUATION

• Adapt leadership behaviors to the followers and the situation.

• Followers’ abilities

• Obstacles the follower has to deal with

• Leaders explain what needs to be done


LEADERSHIP IMPLICATIONS

• Leaders motivate followers

• Assure followers understand goals and are committed.

• Design more motivating work.

• Be fair.

• Strengthen follower expectations (expectancies and instrumentalities).


OPEN-ACCESSSTUDENT RESOURCES• Checklist action plan

• Learning objective summaries

• Mobile-friendly quizzes

• Mobile-friendly eFlashcards

• Video and multimedia resources

• SAGE journal articles

edge.sagepub.com/scanduraScandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 32

Scandura ppt 07

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