“Organizational Behavior”
Appendix A:
Sources of
Motivation
• The study of the behavior of
people in organizations
• What can be learned from social
and behavioral sciences to
understand human behavior in the
workplace?
4
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 20.
5
Understanding motivations
Three Levels of Behavior
• Individual
• Group
• Organization as a whole
• Successful people management
depends on understanding
employee motivations.
motivations
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7
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Sources of Motivation
Extrinsic Motivation
– Intrinsic
– Extrinsic
• Engaging in work in order to
obtain goal(s) that are apart
from the work itself
–Money, power, security, status
8
Glen, Paul. “Leading Geeks” Jossey-Bass. 2003
Extrinsic and Intrinsic
Rewards
Intrinsic Motivation
• Attributes :
–Enjoyment
– Interest
– Satisfaction of curiosityy
– Self-expression
– Personal challenge
–Respect
• Intrinsic rewards: rewards
that are related directly to
performing the job
• Include feelings of task
accomplishment, personal
growth
10
Glen, Paul. “Leading Geeks” Jossey-Bass. 2003
9
Glen, Paul. “Leading Geeks” Jossey-Bass. 2003
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 218.
11
2
Employee Motivation
Employee Motivation
• For a media firm to reach its
full potential, it especially
must also build intrinsic
motivation.
Bowen, Brayton. “Today’s Workforce Requires New Currency.” HR Magazine March 2004.
Page101-105.
• Firms can build intrinsic
motivation by providing
genuine opportunities
g
pp
to
contribute, increase
knowledge, and develop
professionally.
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Increasing Internal
Motivation
Increasing Internal
Motivation
• Promote their development
• Give employees responsibility
• Provide assignments that challenge and
teach new skills
• They monitor their own performance
• Give employees autonomy
• Decrease Monotony
• They make key decisions such as how
and when to do tasks
Parker, Sharon. “Designing a Proactive & Creative Workforce for the Innovation Era.” Paper
prepared for the Ausralian Graduate School of Management and Research Briefing Series
Bowen, Brayton. “Today’s Workforce Requires New Currency.” HR Magazine March 2004.
Page101-105.
• Assign work on special assignments and
non-routine tasks often
14
Parker, Sharon. “Designing a Proactive & Creative Workforce for the Innovation Era.” Paper
prepared for the Ausralian Graduate School of Management and Research Briefing Series
15
3
Motivation Incentives
• Feel valued and important
• Satisfaction from good job
• compensation
• Power
• Recognition
• Avoidance of Failure
• “Easier” job
• Belongingness
• Service
Motivation
• For example, in Telecom morale is
higher during peak periods of
emergencies, when the job is
h d
hardest
• Feeling of service to others
motivates people in many fields
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Source: George Strauss, Leonard R. Sayles , Personnel: The Human Problems of Management, 1980
A. Equity Theory of
Motivation
A. Equity Theory of
Motivation: Social Exchange
Process
• First advanced by J.S. Adams
and K. Weick
• Rests on two assumptions
about human behavior:
1. Social Exchange Process
2. Social Comparison
• Individuals make contributions and
expect certain outcomes in return
• Recognition, pay, power etc.
Karl
Weick
http://www.taosinstitute.net/about/kWeick.jpg
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 167.
18
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 167.
19
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2. Social Comparison
Equity
• People compare own situations
with those of others to determine
the relative balance
• Determining whether an exchange
is satisfactory is influenced by
what happens to others
• State of perceived equity exists
when ratio of a person’s outcomes
to inputs is equal to others’ ratio:
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 167.
20
Consequences of Inequity
• Creates tension within individuals
• Tension is proportionate to
magnitude of inequity
• Employees will produce less or
poorer-quality output
Op = Oo
Ip Io
– P represents ratio of person, o represents ratio of
other
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 168.
B. Expectancy/Valence
Theory of Motivation
• Kurt Lewin and Edward Tolman
Ed
Edward
d Tolman
T l
Kurt Lewin
http://www.erzwiss.unihamburg.de/personal/hoffmann/texte/lewin/KLewin.jpg
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 169.
22
21
http://www.psychology.ru/whoswho/photos/Edwa
rd_Tolman.gif
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 179.
23
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What Causes Motivation?
• Individuals are not inherently
motivated or unmotivated
• Motivation determined by
expectancies and valences
• Expectancy: belief about likelihood
that a particular act will lead to
particular outcome
• Valence: value an individual places
on expected outcomes or rewards
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 179.
24
Managerial Implications of
Expectancy Theory
• Motivational levels depend on
work environment
• If environment
i
t compatible
tibl
with their needs, goals, etc,
they are motivated
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 179.
25
In the Music Industry
• Motivation is typically a love
of music, and a passion to
participate in the recording
scene, not money
• Try to influence valences
• Recognize conscious
behavior
• Select people equipped for
job
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 185.
Expectancy/Valence Theory
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Lampel, Josh, and Lant, Theresa, and Shamsie, Jamal. “Cultural Industries: Learning from
Evolving Organizational Practicess,” Organizational Science. 11.3: 263-269, June 2000.
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• McGregor (1960): Theory X
manager’s assumes that people
dislike work and responsibility
Humanistic Approach to
Motivation
• Theory X
–managers must direct, control, and
punish
• Theory Y
• Theory Z
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Humanistic approach--Theory
Z
• Theory Y
–workers are self-motivated
–seek responsibility
–managers
managers need to channel this
enthusiasm
• Ouichi (1981): culture
determines worker attitudes
30
Sohn, Ardyth, Media Management. Mahwah: Lawrence Erlbaum Associates,
Publishers, 1999, p.94.
31
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• In Taylor’s time, many workers
believed that working more
effectively would result in many of
them losing the job because more
products would be produced than
would be sold.
• Theory Z: employers need
both
–Individual achievement
(American Culture) and
–Sense of community
(Japanese Culture)
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A. Equity Approach of
Motivation: Exchange
There are several
approaches to
motivation
• Individuals make contributions and
expect certain outcomes in return
–Recognition, pay, power etc.
• People evaluate how fairly they are
being treated by an organization
34
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 167.
35
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B. Expectancy/Valence
Approach to Motivation
• Expectancy theory holds that people will
work toward a goal if they believe they
have a reasonable chance of attaining it
• Believe that if they perform well in given
situation, certain outcomes will follow
36
Managerial Implications of
Expectancy Theory
• Clarify role expectations
• Provide
P id opportunities
i i to perform
f
• Match rewards to employee
desires
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 185.
38
B. Expectancy/Valence
Approach to Motivation
• Make environment compatible
with
ith employee
l
needs,
d goals,
l
etc, and thus create motivation
Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper
Collins College Publishers, 1994, p 179.
37
C. Reinforcement
Theory
• (behavior modification)
desired behaviors can be
obtained by linking them with
positive consequences
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