Slide 1Motivation I: Needs, Job Design Intrinsic Motivation, and SatisfactionAfter reading the material in this chapter, you should be able to:Slide 4Fundamentals of Employee MotivationA Job Performance Model of MotivationNeed Theories of MotivationMaslow’s Need Hierarchy TheorySlide 9Question?McClelland’s Need TheoryMcClelland’s Need TheoryMcClelland’s Need Theory: Managerial ImplicationsMotivating Employees Through Job DesignMechanistic ApproachMotivational ApproachesHerzberg’s Motivator-Hygiene ModelMotivational Approaches: Job EnrichmentSlide 19The Job Characteristics ModelSlide 21Intrinsic MotivationCore job dimensionsSteps for Applying the Job Characteristics ModelBiological and Perceptual- Motor ApproachesSlide 26A Model of Intrinsic MotivationSlide 28Slide 29Managerial ImplicationsSlide 31Causes of Job SatisfactionSlide 33Slide 34Correlates of Job SatisfactionSlide 36Slide 37Slide 38A Values-Based Model of Work/Family ConflictSlide 40Slide 41Organizational Response to Work-Family IssuesVideo: The Container StoreMotivation I: Needs, Job DesignIntrinsic Motivation, and SatisfactionChapter Six Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinOrganizational Behavior: Key Concepts, Skills & Best Practices, 3/e6-3After reading the material in this chapter, you should be able to:•Discuss the job performance model of motivation.•Contrast Maslow’s and McClelland’s need theories.•Describe the mechanistic, motivational, biological, and perpetual-motor approaches to job design.6-4After reading the material in this chapter, you should be able to:•Review the four intrinsic rewards underlying intrinsic motivation and discuss how managers can cultivate intrinsic motivation in others.•Discuss the causes and consequences of job satisfaction.•Describe the values model of work/family conflict.6-5Fundamentals of Employee Motivation•Motivation - psychological processes that arouse and direct goal-directed behavior6-6A Job Performance Model of MotivationFigure 6-16-7Need Theories of Motivation•Needs: Physiological or psychological deficiencies that arouse behavior.6-8Maslow’s Need Hierarchy Theory•Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization•Arranged in a preponent hierarchy6-9Maslow’s Need Hierarchy Theory•Once a need is satisfied it activates the next higher need in the hierarchy•Managerial implication – a satisfied need may lose its motivational potential6-10Question?What need is the desire to accomplish something difficult?A. AffiliationB. AchievementC. PowerD. Glory6-11McClelland’s Need Theory •Need for achievement: Desire to accomplish something difficult.•Need for affiliation: Desire to spend time in social relationships and activities.•Need for power: Desire to Influence, coach, teach, or encourage others to achieve.6-12McClelland’s Need TheoryAchievement-motivated people share three common characteristics:1. Preference for working on tasks of moderate difficulty2. Preference for situations in which performance is due to their efforts 3. Desire more feedback on their successes and failures6-13McClelland’s Need Theory: Managerial Implications•Organizations should consider the benefits of providing achievement training for employees•Achievement, affiliation, and power needs can be considered during the selection process, for better placement•Managers should create challenging task assignments or goals6-14Motivating Employees Through Job Design•Job Design – changing the content and/or process of a specific job to increase job satisfaction and performance6-15Mechanistic Approach•Targets efficiency, flexibility, and employee productivity•Employee efficiency and productivity are increased•Simplified, repetitive jobs lead to job dissatisfaction, poor mental health, higher levels of stress, and low sense of accomplishment6-16Motivational Approaches•Job enlargement – putting more variety into a job-Horizontal loading•Job rotation – moving employees from one specialized job to another-Increased worker flexibility and easier scheduling6-17Herzberg’s Motivator-Hygiene ModelFigure 6-26-18Motivational Approaches: Job Enrichment•Motivators – job characteristics associated with job satisfaction•Hygiene factors – job characteristics associated with job dissatisfaction6-19Motivational Approaches: Job Enrichment•Job enrichment – building achievement, recognition, stimulating work, responsibility, and advancement into a job6-20The Job Characteristics ModelFigure 6-36-21The Job Characteristics Model•Intrinsic motivation – motivation caused by positive internal feelings•Extrinsic motivation – caused by the desire to attain specific outcomes•Core job dimensions – job characteristics found to various degrees in all jobs6-22Intrinsic Motivation•Read an article on “Intrinsic Motivation” by Ryan and Deci6-23Core job dimensions•Skill variety•Task identity•Task significance•Autonomy•Feedback6-24Steps for Applying the Job Characteristics Model1. Diagnose the work environment to determine the level of employee motivation and job satisfaction2. Determine whether job redesign is appropriate for a given group of employees3. Determine how to best redesign the job6-25Biological and Perceptual- Motor Approaches•Based on research from biomechanics, work physiology, and ergonomics•Focuses on designing the work environment to reduce employees’ physical strain, fatigue , and health complaints6-26Question?In the Model of Intrinsic Motivation, what is feeling that one is accomplishing something important?A. Sense of meaningfulness B. Sense of choiceC. Sense of competenceD. Sense of progress6-27A Model of Intrinsic MotivationFigure 6-46-28A Model of Intrinsic Motivation•Sense of meaningfulness – task purpose is important and meaningful•Sense of choice – ability to use judgment and freedom when completing tasks6-29A Model of Intrinsic Motivation•Sense of competence – feelings of accomplishment associated with doing high-quality work•Sense of progress – feeling that one is accomplishing something important6-30Managerial Implications•Managers can foster a sense of meaningfulness by inspiring their employees and modeling desired behaviors•Managers can lead for choice by empowering employees and delegating meaningful assignments and tasks6-31Managerial Implications•Managers can enhance