8
Chapter
What Does Motivation
Involve?
Need Theories of
Motivation
Motivating Employees
Through Job Design
Leading Others Toward
Intrinsic Motivation
Motivation Through
Needs, Job Design
& Intrinsic Rewards
8-2
Motivation
Motivation
psychological processes
that arouse and direct
goal-directed behavior
Direction
Intensity
Duration
Types
McGraw-Hill
Intrinsic
Extrinsic
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8-3
Figure 8-1
A Job Performance Model of Motivation
Individual Inputs
Motivational
Factors
Motivated
Behaviors
Performance
Job Context
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
8-4
Motivation Theories and Workplace Outcomes:
A Contingency Approach
Table 8-1
Motivation Theories
Outcome of
Interest
Need
Reinforcement
Equity
Expectancy
Goal
setting
Job
Characteristics
X
X
X
X
Choice
X
Effort
X
Performance
Satisfaction
X
X
X
X
X
X
X
X
Absenteeism
X
X
Turnover
X
X
McGraw-Hill
X
X
X
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Need theories
Workers
have needs they are driven to satisfy in the
workplace
Managers can motivate workers by determining the
workers’ unmet needs and offering need fulfillment in
exchange for work
8-5
Figure 8-2
Maslow’s Need Hierarchy Theory
Esteem
Love
Safety
Physiological
McGraw-Hill
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8-6
Alderfer’s ERG theory
Existance
well-being
needs desire for physiological and materialistic
Relatedness
needs desire to have meaningful relatinships
with significant others
Growth
needs desire to grow as a human being and to use
one’s abilities to their fullest potential
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Need theory research shows
Maslow
not well supported
Mixed support for Alderfer
Different employees can be motivated by different
needs
An employee can be frustrated by higher order needs
and work for fulfillment of lower order needs
8-7
Motivating Employees Through Job Design
Job
Design Changing
the content and/or
process of a specific job
to increase job
satisfaction and
performance
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
8-8
Approaches to Job Design
Mechanistic
Very little cooperation
between management and
workers
Employees underachieving
by engaging in output
restriction: “systematic
soldiering”
Scientific Management
using research and
experimentation to find the
most efficient way to
perform a job
McGraw-Hill
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8-9
Motivational Approaches
Job
Enlargement putting more variety into a job
Job Rotation moving employees from one specialized
job to another
Job
Enrichment practical application of Herzberg’s
motivator-hygiene theory of job satisfaction
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8-10
Motivator vs. Hygiene Factors
Motivators job
characteristics associated
with job satisfaction
McGraw-Hill
Hygiene
Factors job
characteristics associated
with job dissatisfaction
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8-11
Figure 8-4
Herzberg’s Motivator-Hygiene Model
Motivator Factors
No Satisfaction
Jobs that do not offer
achievement, recognition,
stimulating work,
responsibility and
advancement
McGraw-Hill
Satisfaction
Jobs offering achievement,
recognition, stimulating
work, responsibility and
advancement
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8-12
Figure 8-4 cont.
Herzberg’s Motivator-Hygiene Model
Hygiene Factors
Dissatisfaction
Jobs with poor company
policies, and administration,
technical supervision,
salary, interpersonal
relationships with
supervisors, and working
conditions
McGraw-Hill
No Dissatisfaction
Jobs with good company
policies, and administration,
technical supervision,
salary, interpersonal
relationships with
supervisors, and working
conditions
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8-13
Table 8-1
Principles of Vertically Loading a Job
Principle
Motivators Involved
A.
Removing some controls while
retaining accountability
Responsibility and
personal achievement
B.
Increasing the accountability of
individuals for their own work
Responsibility and
recognition
C.
Giving a person a complete natural
unit of work (module, division, area,
and so on)
Responsibility,
achievement, and
recognition
McGraw-Hill
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8-14
Table 8-1 cont.
Principles of Vertically Loading a Job
Principle
Motivators Involved
D.
Granting additional authority to an
employee in his activity; job reform
Responsibility,
achievement, and
recognition
E.
Making periodic reports directly
available to the worker himself rather
than the supervisor
Internal recognition
F.
Introducing new and more difficult
tasks not previously handled
Growth and learning
G.
Assigning individuals specific or
specialized tasks, enabling them to
become experts
Responsibility, growth,
and advancement
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Research shows
Job
enlargement has no significant lasting effect on
employee performance
Benefits of job rotation not sufficiently explored
Job enrichment has some support
Herzberg’s model has some support, but
Not necessarily for the two-factor aspect
8-15
Figure 8-5
The Job Characteristics Model
Core
job
characteristics
Critical
psychological
state
Skill variety
Task identity
Task significance
McGraw-Hill
Autonomy
Feedback from
job
1.
2.
3.
Outcomes
Experienced
meaningfulness of
work
Experienced
responsibility for
outcomes of the
work
Knowledge of the
actual results of
the work activities
High intrinsic
work motivation
High growth
satisfaction
High general job
satisfaction
High work
effectiveness
Moderators
Knowledge and skill
Growth need strength
Context satisfaction
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Steps for Applying the Job
Characteristics Model
1)
2)
3)
McGraw-Hill
8-16
Table 8-2
Diagnose the work environment to determine if a
performance problem is due to low motivation and demotivating job characteristics
Determine whether job redesign is appropriate for a given
group of employees
Determine how to best redesign the job
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Steps for Applying the Job
Characteristics Model
Biological
Approach
focuses on designing the
work environment to
reduce employees’
physical strain, effort,
fatigue, and health
complaints
McGraw-Hill
8-17
Perceptual-Motor
Approach emphasizes
the reliability of work
outcome by examining
error rates, accidents,
and workers’ feedback
about facilities and
equipment
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Research shows
Moderately
strong relationship between job
characteristics and job satisfaction
Can decrease performance
Model
is able to predict absenteeism and turnover
better than performance
Critical psychological states not necessarily full
mediators between job characteristics and outcomes
8-18
Intrinsic vs. Extrinsic Motivation
Intrinsic
Motivation
being driven by positive
feelings associated with
doing well on a task or
job
McGraw-Hill
Extrinsic
Motivation
motivation caused by the
desire to attain specific
outcomes
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8-19
Figure 8-6
A Model of Intrinsic Motivation
Opportunity
Rewards
From
Task
Activities
From
Task
Purpose
McGraw-Hill
Accomplishment
Rewards
Sense of
Choice
Sense of
Competence
Sense of
Meaningfulness
Sense of
Progress
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8-20
Figure 8-7
Building Blocks for the Intrinsic Rewards
Choice
Delegated authority
Trust in workers
Security
A clear purpose
Information
Competence
Knowledge
Positive feedback
Skill recognition
Challenge
High, non-comparitive
standards
Meaningfulness
A non-cynical climate
Clearly identified passions
An exciting vision
Relevant task purposes
Whole tasks
McGraw-Hill
Progress
A collaborative climate
Milestones
Celebrations
Access to customers
Measurement of
improvement
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
