Professional Documents
Culture Documents
Six
MOTIVATION IN ORGANIZATIONS
1
Motivation Equilibrium
Energizes Behavior
Drives
Compulsions
Deprivation/ Satisfaction Need
Directs Behavior
Disequilibrium
Goals
Organization of Effort
Reaching Equilibrium Drive
Sustains Behavior
Maintaining motivation
Persistance
Ability to change course
Importance of Feedback
Motivation: Its Basic
Arousal
Components
Direction Maintenance Goal
Desire to Good
make a good Work extra hard Persist impression
impression made
3
Need Theories: A Comparison
Growth needs
5. Self-actualization needs
• Growth needs
4. Esteem needs
Deficiency Needs
2. Safety needs
• Existence needs
1. Physiological needs
Satisfaction/Progression
Frustration/Regression
Satisfaction/Strengthening
Discussion: Considering these
theories, how might companies
motive their employees
• What types of incentives would motivate
employees
• How can employers satisfy employees’
needs
• Would the same type of incentives or
rewards satisfy all employees?
Goal Setting
People’s Behavior is Guided by Intentions
• Goals provide direction Specific goals
are more effective
• Goals mobilize behavior Difficult goals
generate more effort
• Feedback about goal attainment sustains
behavior.
GOAL SETTING: SOME IMPRESSIVE EFFECTS
100
Percentage of Maximum Weight
94
90
Carried on Each Trip
1 2 3 4 5 6 7 8 9 10 11 12 Seven
Years Later
Before After Goal
goal Four-Week Periods
11
Goal Commitment
Effort, Rewards O
Motivation, Bonus =1
Performance, Promotions I
Skills, Pay Raise
Expertise Recognition
Theory 2: Equity Theory --
Compare I/O ratios to others
Self Other
Outcome Outcome
= Satisfaction
Input Input
Examples of Equity
1.
2.
Self Other Self Other
4 4 4 8
4 4 4 8
3. Self Other 4. 5.
Self Other Self Other
4 4 4 8 2 4
2 2 2 4 4 8
Examples of Inequity
1. Underpayment = Self O/I < Other O/I
Example
Self Other
4 8
4 4
Example
Self Other
4 2
4 4
POSSIBLE REACTIONS TO INEQUITY:
A SUMMARY
TYPE OF REACTION
Behavioral Psychological
Type of Inequity (what you can do is...) (what you can think is...)
Overpayment Raise your inputs (e.g., work Convince yourself that your
inequity harder), or lower your outcomes outcomes are deserved
(e.g. work through a paid based on your inputs (e.g.,
vacation) rationalize that you work
harder than others and so
you deserve more pay)
Underpayment Lower your inputs (e.g., reduce Convince yourself that oth-
inequity effort), or raise your outcomes ers’ inputs are really higher
e.g., get a raise in pay) than your own (e.g., ration-
alize that the comparison
worker is really more quali-
fied and so deserves
higher outcomes)
14
Employee Theft: A Reaction to Underpayment
Employees of the factories in which there was a pay cut
Employees of the factories in which there was no pay cut
percentage of unaccounted for loss of property
9
Employee theft was
8 greatest in factories
whose employees
7 experienced a cut
in their pay.
6
Theft Rate
0
Before During After
Pay Cut Pay Cut Pay Cut 15
Procedural Justice
• Perceived fairness of the processes by
which organizational decisions are made
– Voice: giving employees a say in how decisions
are made
– Error correction: allow opportunity for errors to
be corrected
– Consistently apply rules and policies
– Bias suppression
Interactional Justice
• Quality of interpersonal treatment (by
supervisor) when decisions are made and
communicated
– Information justification: thoroughness of
information received about at decision
– Social sensitivity: amount of dignity and
respect demonstrated in the course of
presenting an undesirable decision.
Applications of Justice Theories
• Employee Selection
• Pay systems
– Two-tier wage structures
– Pay secrecy
• Participative Decision Making
• Downsizing
Expectancy Theory
Performance X
Instru- Job
mentality Motivation Performance
Rewards X
Valence of
Rewards Role perceptions
and opportunities
16
Expectancy Model:
Components
Expectancy: The degree to which you
expect that hard work (effort)
will lead to good performance
or high accomplishments
Instrumentality: The perception that if you
perform well you will be
rewarded
Valence: How much do you value the
rewards you may receive
Expectancy Theory, con’t
• Force: the motivation to choose a
particular course of action.
Force E (V * I )
Level of Responsibility
(vertical job loading)
Job enlargement adds more tasks
at the same level of responsibility.
(high)
Task Task Task Task
Level of Responsibility
2 3 4
(vertical job loading)
1
Standard Job (low)
(low) Number of Tasks (high)
(horizontal job loading)
(high)
Level of Responsibility
Task Task (vertical job loading) Enhanced Job
1 2 Job enrichment adds
(low)
more responsibility
to the same number
(low) Number of Tasks (high) Task Task
(horizontal job loading)
of tasks.
1 2
(low)
(low) Number of Tasks (high)
(horizontal job loading)
18
Job Characteristics model
Job Characteristics Critical Psyc. States Job Outcomes
Task Identity }
Task Significance
Meaningfulness of
Work
motivation
Job satisfaction
Growth
Responsibility for Satisfaction
Autonomy work outcomes Low absenteeism
High quality
Feedback Knowledge of performance
Results
20