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Chapter 6: The Nature of Work Motivation

Understanding and Managing Organizational Behavior 4th Edition. Chapter 6: The Nature of Work Motivation. JENNIFER GEORGE & GARETH JONES. Chapter Objectives.

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Chapter 6: The Nature of Work Motivation

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  1. Understanding and Managing Organizational Behavior 4th Edition Chapter 6:The Nature of Work Motivation JENNIFER GEORGE & GARETH JONES

  2. Chapter Objectives • Appreciate why motivation is of central importance in organizations and the difference between intrinsic and extrinsic motivation • Understand what we can learn about motivation from need theories

  3. Chapter Objectives • Describe why expectancy, valence, and instrumentality are of central importance for work motivation • Appreciate the importance of equity and the dangers of inequity • Understand why procedural justice is so important and how to promote it

  4. Opening Case: Motivating Employees at SAS Institute • How can organizations continue to grow and have satisfied employees in the hard times as well as the good times? • SAS – the largest privately owned software company in the world • 9,000 employees • 1 of the 100 Best Companies to Work for in America and 100 Best Companies for Working Mothers

  5. What is Work Motivation? • Psychological forces within a person that determine • the direction of a person’s behavior in an organization, • a person’s level of effort, and • a person’s level of persistence in the face of obstacles • Table 6.1

  6. Motivation and Performance • Performance is an evaluation of the results of a person’s behavior • Motivation is only one factor among many that contributes to an employee’s job performance

  7. Intrinsic Source of motivation is actually performing the behavior Behavior performed for its own sake Extrinsic Source of motivation is acquisition of material or social rewards or to avoid punishment Motivation

  8. Theories of Motivation • Need Theory • Expectancy Theory • Equity Theory • Procedural Justice Theory

  9. Need Theory • What outcomes is an individual motivated to obtain from a job and an organization? • Employees have needs that they are motivated to satisfy in the workplace • Only unsatisfied needs motivate

  10. Expectancy Theory_1 • Does the individual believe that his or her inputs will result in a given level of performance? • Employees will not be motivated to contribute their inputs to the organization unless they believe that their inputs will result in achieving a given level of performance, regardless of available outcomse

  11. Expectancy Theory_2 • Does the individual believe that performance at this level will lead to obtaining desired outcomes? • Employees will be motivated to obtain given level of performance only if that level of performance leads to desired outcomes

  12. Equity Theory • Are outcomes perceived as being at an appropriate level in comparison to inputs? • From past experience or observation, employees will have a sense of what level of inputs should result in a certain level of outcomes • Outcomes based upon inputs • Different employees’ outcome/input ratios equal

  13. Procedural Justice Theory • Are the procedures used to assess inputs and performance and to distribute outcomes perceived as fair? • Employees will not be motivated to contribute inputs unless they perceive that fair procedures will be used to distribute outcomes

  14. Maslow’s Hierarchy of Needs 5 universal needs Hierarchy of importance Once satisfied, need no longer motivates Alderfer’s ERG Theory 3 universal needs Hierarchy of importance Flexible movement amongst levels Need Theories

  15. Expectancy Theory • Valence • How desirable is an outcome? • Instrumentality • What is the connection between job performance and an outcome? • Expectancy • What is the connection between effort and job performance?

  16. Yes or No? • Will I be able to obtain outcomes I desire? • Do I need to perform at a high level to obtain these outcomes? • If I try hard, will I be able to perform at a high level? • Motivation occurs only when the answer is YES to all three questions!

  17. Inputs Special skills Training Education Work experience Effort on the job Time Outcomes Pay Fringe benefits Job satisfaction Status Opportunities for advancement Job security Equity Theory

  18. Equity Theory_2 • Inputs lead to outcomes • Objective level of outcomes does not determine work motivation • Outcome/input ratio compared to ratio of referent others leads to work motivation

  19. Ways to Restore Equity • Change inputs or outcomes • Change referent’ inputs or outcomes • Change perceptions of inputs and outcomes • Change the referent • Leave the job • Force referent to leave the job

  20. Procedural Justice Theory • Perceived fairness of the procedures used to make decisions about the distribution of outcomes • Not the actual distribution of outcomes • Procedural decisions • How performance levels are evaluated • How grievances are handled • How outcomes are distributed

  21. Procedural Justice Theory_2 • Higher motivation occurs when procedures used to make decisions are perceived as fair • Factors for determination of fairness • Interpersonal treatment of employees • Extent to which managers explain decisions to employees

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