BUSMHR Notes Part 5Robbins & Judge-Chapter 6:- What is motivation?o The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goalo Three Key elements: 1. Intensity: how hard a person tries. The element most of us focus on when we talk about motivation. 2. Direction: the quality of effort. Effort directed toward the organization’s goals is the kind of effort we should be seeking. 3. Persistence: how long a person can maintain effort. Motivated individuals- Maslow’s Hierarchy of Needso 1. Physiological: Includes hunger, thirst, shelter, sex, and other bodily needso 2. Safety: security and protection from physical and emotional harmo 3. Social: Affection, belongingness, acceptance, and friendshipo 4. Esteem: Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attentiono 5.Self-actualization:drive to become what we are capable of becoming; includes growth,achieving our potential, and self-fulfillmento Higher order needs: social esteem and self-actualizationo Lower order needs: physiological and safety needs- Theory X vs. Theory Yo Theory X: managers believe employees inherently dislike work and must therefore be directed or even coerced into performing ito Theory Y: managers assume employees can view work as being as natural as rest or play,and therefore the average person can learn to accept, and even seek, responsibility Assumes higher-order needs dominate individuals- Two-Factor Theory (Motivation-Hygiene Theory)o Believing an individual’s relationship to work is basic and that attitude toward work can determine success or failureo Investigated the question “What do people want from their jobs?” People described situation in which they felt exceptionally good or bad about their jobs Good feelings associated with intrinsic, bad associated with extrinsico Hygiene Factors: quality of supervision, pay, company policies, physical working conditions, relationships with others, and job security When they’re adequate, people will not be dissatisfied, but neither will they be dissatisfied- McClelland Theory of Needso Need for Achievement (nAch): the drive to excel, to achieve in relation to a set of standards, to strive to succeedo Need for Power (nPow): is the need to make others behave in a way in which they wouldnot have behaved otherwiseo Need for affiliation (nAff): the desire for friendly and close interpersonal relationships- Self-Determination Theory:o Proposes that people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivationo Research on self-determination theory in OB has focused on cognitive evaluation theory:hypothesizes that extrinsic interest in a task- Goal-Setting Theory:o The effects of goal specificity, challenge, and feedback on performanceo Specific goals increase performanceo Difficult goals, when accepted, result in higher performance than do easy goalso Feedback leads to higher performance than does nonfeedback- Management by Objectiveso Emphasizes participatively set goals that are tangible, verifiable, and measureableo Overall objectives are translated into specific objectives for each succeeding level in the organizationo Four common ingredients: goal specificity, participation in decision making, an explicit time period, and performance feedback- Self-Efficacy Theory:o An individual’s belief that he or she is capable of performing a tasko The higher your self-efficacy, the more confidence you have in your ability to succeedo Individuals high in self-efficacy respond to negative feedback with increased effort and motivation, while those low in self-efficacy are more likely to lessen their effort or give up altogethero Four ways to increase self-efficacy: 1. Enactive Mastery: gaining relative experience with the task or job. If you wereable to do the job in the past, you’re more likely to do it successfully in the future. 2. Vicarious modeling: becoming more confident because you see someone else doing the task. Most effective when you see yourself as similar to the person you are observing 3. Verbal Persuasion: becoming more confident because someone convinces you that you have the skills necessary to be successful. 4. Arousal: leads to an energized state, which drives a person to complete a task. If task requires a steady, lower-key perspective, arousal may hurt performance.- Equity Theory:o Employees perceive what they get from a job situation in relationship to what they put into it and then compare their outcome-input ratio with that of relevant otherso If ratio is perceived as equal to that of the relevant others, a state of equity exists and we perceive that our situation is fair and justice prevailso When it is seen as unequal, we experience equity tension When seen as underrewarded, tension creates anger When seen as overrewarded, guilt is createdo Four Referent Comparisons Self-inside: an employee’s experiences in a different position inside the employee’s current organization Self-outside: an employee’s experiences in a situation or position outside the employee’s current organization Other-inside: another individual or group of individuals inside the employee’s organization Other-outside: another individual or group outside the employee’s organization-- Organizational Justiceo A larger perception of what is fair in the workplaceo Distributive Justice: perceived fairness of outcome. Example: I got the pay raise I deserved.o Procedural Justice: perceived fairness of process used to determine outcome Example: I had input into the process used to give raises and was given a good explanation of why I received the raise I did.o Interactional Justice: perceived degree to which one is treated with dignity and respect Example: When telling me about my raise, my supervisor was very nice and complimentary.- Expectancy Theoryo The strength of a tendency to act in a certain way depends on the strength of our expectation of a given outcome and its attractiveness.o Employees will be motivated to exert a high level of effort when they believe it will lead to a good performance appraisalo Effort-Performance Relationship: The probability perceived by the individual that exerting a given amount of effort will lead to
View Full Document
Unlocking...