Chapter Five MotivationMotivationSlide 3Slide 4Other DefinitionsWhy does an organization want to motivate employees?Slide 7Motivation DefinedA Job Performance Model of MotivationA Job Performance Model of Motivation (cont.)Motivation TheoriesContent TheoriesSlide 13Motivation Theories and Workplace OutcomesMotivation Theories and Workplace Outcomes (continued)Maslow’s Need HierarchyResearch on MaslowAlderfer ERG TheoryHerzberg’s Two-Factor TheoryHerzberg’s Motivator-Hygiene ModelHerzberg’s Motivator-Hygiene Model (continued)McClelland’s Need TheorySlide 23Causes of Job SatisfactionCorrelates of Job SatisfactionFigure 5.5 & Table 5.21Organizational BehaviorChapter FiveMotivation2Organizational BehaviorMotivation•Research on motivation attempts to determine why people behave the way they do and to understand the ramifications of such behavior. The changing role and interaction of technology at work is one factor that explains why motivation remains an important research topic. Additionally, our movement to an information and service-based economy may have varying effects on motivation factors and resulting employee behaviors.3Organizational BehaviorMotivation•Motivation is derived from the Latin word movere, “to move.” The Merriam-Webster dictionary defines motivation (root motive) as “something (as a need or desire) that causes a person to act” while motivate is defined as “the object influencing a choice or prompting an action.” •Several common themes among motivation definitions refers to action or behavior toward goals, specifically, the individual and environmental antecedent factors that cause action, the goal itself, and feedback acting as a moderator which can influence the intensity of achieving the goal4Organizational BehaviorMotivation•An understanding of the complexities of contemporary organizations and how individual’s differing motivations influence needs, actions and goals is essential to fully comprehend the effects of variations in other factors such as leadership styles, job design, salary, as they relate to performance, satisfaction, and other outcomes5Organizational BehaviorOther Definitions•Direction of behavior•Strength of the response (effort) once employee chooses to follow a course of action•Persistence of the behavior or how long the person continues to behave in a particular manner•Different motivators for different cultures/situations•Emphasis on different factors depending on what is being studied.6Organizational BehaviorWhy does an organization want to motivate employees?•Fear of unions•Promote positive climate•Able to pay workers less•Other reasons?7Organizational BehaviorMotivationPopular definition of “motivation”•Willingness to perform•Regarded as an individual-level attitude•Understood to be affected by “leadership”May be nothing more than an internal attribution when observed behavior is consistent or inconsistent with organizational expectations8Organizational BehaviorMotivation Defined Implications Associated with This DefinitionBehavior is purposive rather than random- People exhibit both positive (work done on time) and negative (arrive late for work) behavior for a reasonMotivation arouses people to do something- People are unlikely to change a behavior or do something different unless they are motivated to do soMotivation causes people to focus on a desired end-result or goalMotivation fuels the persistence needed to exhibit sustained effort on a taskMotivation: Psychological processes that cause the arousal direction, and persistence of voluntary actions that are goal directed.9Organizational BehaviorA Job Performance Model of MotivationAbility, Job knowledgeDispositions & TraitsEmotions, Moods, &AffectBeliefs & ValuesIndividual InputsPhysical EnvironmentTask DesignRewards & ReinforcementSupervisory Support &CoachingSocial NormsOrganizational CultureJob ContextArousal Attention Intensity & & Direction PersistenceMotivational ProcessesMotivatedBehaviorsSkillsEnable, Limit10Organizational BehaviorA Job Performance Model of Motivation (cont.)Individual InputsJob ContextMotivational ProcessesFocus: Direction, What we doIntensity: Effort, how hard we tryQuality: Task strategies, the way we do itDuration: Persistence, how long we stick to itSkillsEnable, LimitPerformanceMotivated Behaviors11Organizational BehaviorMotivation Theories•Content theories – focus on factors within the person that energize, direct, sustain, and stop behavior. They attempt to determine the specific needs that motivate people (individual needs for job satisfaction, behavior, and reward systems). Aware of differences in people•Process theories – describe and analyze how behavior is energized, directed, sustained and stopped by factors external to the person. Understand how individuals make choices based on preferences, rewards, and accomplishments.12Organizational BehaviorContent Theories•Within a person, individual need deficiencies activate tensions that trigger a behavioral response. Managers should:–Determine what needs trigger performance, group and personal behaviors–Offer meaningful rewards to satisfy needs–Know when it is appropriate to offer rewards–Adapt to people’s changing needs13Organizational BehaviorMotivation Theories•Hierarchy of Needs (Maslow) - content•Nach Theory (McClelland) - content•Reinforcement Theory - process•Self-Efficacy Theory (Bandura)•Job Design (Enlargement, Rotation, Enrichment)•Two-Factor Model (Herzberg) - content•Job Characteristics Model (Hackman & Oldham)•Empowerment (Spreitzer)•Equity Theory (Adams) - process•Expectancy Theory (Vroom) - process•Goal-Setting (Locke) - process14Organizational BehaviorMotivation Theories and Workplace Outcomes• Choice to pursue a course of actionNeed Reinforcement EquityOutcome of Interest• Effort• Performance• Satisfaction• Absenteeism• TurnoverXXXXXXXXXXX15Organizational BehaviorMotivation Theories and Workplace Outcomes (continued)• Choice to pursue a course of actionExpectancy Goal SettingJobCharacteristicsOutcome of Interest• Effort• Performance• Satisfaction• Absenteeism• TurnoverXXXXXXXXXX16Organizational BehaviorMaslow’s Need HierarchyPhysiologicalMost basic need.SafetyConsists of the need to be safe.LoveThe desire to love and be loved.EsteemNeed for reputation, prestige, and recognition from