Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Discuss 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.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.Critique the four hypotheses that explain the nature of work-family relationships.Motivation I: Needs, Job DesignIntrinsic Motivation, and SatisfactionLearning ObjectivesChapter SixMotivation: psychological processes that arouse and direct goal-directed behavior6-1McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Motivation Defined6-2 Figure 6-1A Job Performance Model of MotivationMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Ability, Job knowledgeDispositions & TraitsEmotions, Moods, & AffectBeliefs & ValuesIndividual InputsPhysical EnvironmentTask DesignRewards & ReinforcementSupervisory Support &CoachingSocial NormsOrganizational CultureJob ContextArousal Attention Intensity & & Direction PersistenceMotivational ProcessesMotivatedBehaviorsSkillsEnable, Limit6-3 Figure 6-1A Job Performance Model of Motivation (Cont.)McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.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 BehaviorsNeeds: Physiological or psychological deficiencies that arouse behavior.Maslow’s Need Hierarchy Theory: Motivation is a function of five basic needs- physiological, safety, love, esteem, and self-actualization.McClelland’s Need Theory: The needs for achievement, affiliation, and power affect behavior.6-4McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Needs Theories of MotivationNeed 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.6-5McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McClelland’s Need Theory6-6McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Motivating Employees Through Job Design2. Motivational Approaches these techniques (job enlargement, job rotation, job enrichment, and job characteristics model) attempt to improve employees’ affective and attitudinal reactions and behavioral outcomes.3. Biological and Perceptual- Motor Approaches Biological techniques focus on reducing employees’ physical strain, effort, fatigue, and health complaints. The Perceptual-Motor Approach emphasizes the reliability of work outcomes by examining error rates, accidents, and workers’ feedback about facilities and equipment.1. The Mechanistic Approach focuses on identifying the most efficient way to perform a job. Employees are trained and rewarded to perform their jobs accordingly.6-7 Figure 6-2Herzberg’s Motivator-Hygiene ModelMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.No Satisfaction SatisfactionJobs that do not Jobs offeringoffer achievement, achievement,recognition, recognition,stimulating work, stimulating work,responsibility, responsibility,and advancement. and advancement.Motivators6-8 Figure 6-2Herzberg’s Motivator-Hygiene Model (Cont.)McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved. Dissatisfaction No DissatisfactionJobs with poor Jobs with goodcompany policies company policiesand administration, and administration,technical supervision, technical supervision,salary, interpersonal salary, interpersonalrelationships with relationships withsupervisors, and supervisors, andworking conditions. working conditions.Hygiene Factors6-9 Figure 6-3The Job Characteristics ModelMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Outcomes• High intrinsic work motivation• High growth satisfaction• High general job satisfaction• High work effectivenessCore jobcharacteristics• Skill variety• Task identity• Task significance• Autonomy• Feedback from jobCriticalpsychologicaltastes• Experienced meaningfulness of the work• Experienced responsibility for outcomes of the work. • Knowledge of the actual results of the work activitiesModerators1. Knowledge and skill2. Growth need strength3. Context satisfactions1. Diagnose the level of employee motivation and job satisfaction and consider redesigning jobs when motivation ranges from low to moderately high.2. Determine whether job redesign is appropriate in a given context.3. Redesign jobs by including employees’ input.6-10McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Skills & Best Practices: Steps for Applying the Job Characteristics ModelIntrinsic Motivation: motivation caused by positive internal feelings.6-11McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Intrinsic and Extrinsic MotivationExtrinsic Motivation: motivation caused by the desire to attain specific outcomes.6-12 Figure 6-5A Model of Intrinsic MotivationMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Sense of choiceSense of competenceSense of meaningfulnessSense of progressOpportunity rewardsAccomplishment rewardsFrom task activitiesFrom task purposeJob satisfaction: an affective or emotional response to one’s job6-13McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Job Satisfaction DefinedNeed fulfillment: satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill his or her needsDiscrepancies: satisfaction is a result of met expectationsValue attainment: satisfaction results from the perception that a job allows for fulfillment of
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