Chapter 6: Basic Motivation Concepts Show What are you responsible to learn? 1. Outline the motivation process What is Motivation? Motivation = “The processes that account for an individual’s intensity, direction, and persistence of effort toward achieving a goal” Some Key Points: Motivation is not directly observable (it is internal to each employee), it is personal (what is arousing differs and how behavior is directed is often different), however the process is common and it is goal directed. Early Theories of Motivation Hierarchy of Needs (a.k.a. Maslow's Pyramid) Physiological Theory X and Theory Y Douglas McGregor proposed two distinct views of human beings: one basically negative, labeled Theory X, and the other basically positive, labeled Theory Y. Theory X The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform. (Lower order needs dominate) The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction. (Higher order needs dominate) **Question = what type of manager will you be (or are you)? One who believes in Theory X or Theory Y? Be honest! Two-Factor Theory •Intrinsic factors are related to job satisfaction, while extrinsic factors are related to job dissatisfaction. •Hygiene factors = when these are adequate, workers “feel OK” (i.e. they are NOT dissatisfied). Examples include quality of supervision, company policies and administration. •Motivators = examines factors contributing to job satisfaction. Thus there are factors which lead to job satisfaction and things that don’t (i.e. notice there is a difference between “non-satisfying” and “dissatisfying factors”) Contemporary Theories Alderfer's ERG Theory •Existence •Relatedness •Growth This theory does not assume a rigid hierarchy like Maslow's. For example, all 3 of these could be operating at the same time. McClelland's Theory of Needs The Need for Achievement: the drive to excel, achieve in relation to a set of standards, strive to succeed. Question: What can we do with this information? Answer: Match people to jobs! Those high on "achievement" tend to prefer jobs with personal responsibility, feedback and moderate risks. They DO NOT always care about motivating others! In general, individuals high on the need for "Power" and low on the need for "Affiliation" tend to perform better in managerial roles. Cognitive Evaluation Theory •Allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation. o (Note: a very interesting theory – can you see it happening in your workplace?) Goal -Setting Theory The theory that specific and difficult goals lead to higher performance. Reinforcement Theory A counterpoint to the goal-setting theory. Job Design Theory · Job Characteristics Model (JCM) – A model that proposes that any job can be described in terms of five core job dimensions: skill variety (different activities), task identity (e.g., “do you make 1 whole piece of work?”), task significance, autonomy, and feedback. · Social Information Processing Model (SIP) – employees adopt attitudes and behaviors in response to the social cues provided by others with whom they have contact. Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities. *Question: So, what happens when your pay is “inequitable”? Expectancy Theory The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on
the attractiveness of that outcome to the individual. The theory focuses on three relationships: Performance = f (Ability X Motivation X Opportunity) Question: Think about how the fundamental attribution error can lead you astray in terms of “understanding” others’ behavior in the workplace. How do ability, motivation, and opportunity influence YOUR perceptions of workplace behavior?) Integrating Contemporary Theories of Motivation •First, consider employees’ opportunity, ability and the “purpose” or objectives of the current performance evaluation system in which they work. Then, consider the link between individual effort – individual performance – organizational rewards and personal goals. Each link can be influenced by a variety of factors (i.e. needs, reinforcement, equity) Motivation Theories are Culture Bound •Note that most theories were developed in the US. While there may be many differences across cultures, there are some cross-cultural consistencies (i.e. facets of the the two factor theory) Summary and Implications for Managers Need Theories Equity Theory - It is a “rational” model so be careful when using it - This theory may be better applied to employees with greater discretion in their jobs (i.e., as opposed to semi-skilled positions) Which of the following theories proposes that individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities?Equity Theory
Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities.
What is meant by equity theory?Equity theory is a theory of motivation that suggests that employee motivation at work is driven largely by their sense of fairness. Employees create a mental ledger of the inputs and outcomes of their job and then use this ledger to compare the ratio of their inputs and outputs to others.
What are inputs and outcomes as per equity theory?Adams' Equity Theory calls for a fair balance to be struck between an employee's "inputs" (hard work, skill level, acceptance, enthusiasm, and so on) and their "outputs" (salary, benefits, intangibles such as recognition, and more).
What is equity theory of job motivation?The equity theory of motivation is the idea that what an individual receives for their work has a direct effect on their motivation. When applied to the workplace, it means an individual will generally aim to create a balance between what they give to the organization compared to what they get in return.
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