BUSMHR 3200 Exam 2 Motivation Definition of motivation o Motivation represents those psychological processes that cause the arousal direction and persistence of voluntary actions that are goal directed Integrated model of motivation Figure 6 1 pg 147 Intrinsic vs extrinsic motivation o Two fundamentally different kinds of motivation want a good balance Intrinsic motivation occurs when an individual is turned on to one s work because of the positive internal feelings that are generated by doing well rather than being dependent on external factors for the motivation to work effectively Inside Extrinsic motivation Outside P A x M x O P Performance A Ability M Motivation O Opportunity o Fundamental equation regarding performance P A x M x O Need based theories of motivation e g Maslow Alderfer McClelland o Needs are physiological concerning physical living functions or psychological concerning the mind deficiencies that arouse behavior Needs that are met not met needs that we ve got Can be strong or weak and are influenced by environmental factors Human needs thus vary over time and place and represent a key personal factor that influences motivations Maslow s Need Hierarchy Theory o Published in 1943 by psychologist Abraham Maslow o Used to explain the entire spectrum of human behavior o Motivation is a function of five basic needs Physiological Safety Love Esteem Self actualization o Once a need is satisfied it activates the next higher need in the hierarchy o This process continues until the need for self o Key managerial implication actualization is activated motivational potential a satisfied need may lose its Managers are advised to motivate employees by devising programs or practices aimed at satisfying emerging or unmet needs o Example pg 148 o In conclusion managers are more likely to fuel employee motivation by offering benefits and rewards that meet individual needs Alderfer s ERG Theory o Can do multiple things at a time McClelland s Need Theory o David McClelland a psychologist has been studying the relationship between needs and behavior since the late 1940s o Motivation is a function of three different needs that vary from individual to individual Need for achievement is defined by the following desires to accomplish something difficult To master manipulate or organize physical objects human beings or ideas To do this as rapidly and as independently as possible To overcome obstacles and attain a high standard To excel one s self To rival and surpass others To increase self regard by the successful exercise of talent Need for affiliation prefer to spend more time maintaining social relationships joining groups and wanting to be loved Need for power reflects an individual s desire to influence coach teach or encourage others to achieve Job design related motivation e g job enlargement job enrichment etc o Job Design Approaches to Motivation Focuses on improving satisfaction motivation and performance while reducing absenteeism turnover etc Create jobs that are meaningful Scientific Management is that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation experiment or reasoning Job Enlargement involves putting more variety into a worker s job by combining specialized tasks of comparable difficulty More of the same Job Enrichment entails modifying a job such that an employee has the opportunity to experience achievement recognition stimulating work responsibility and advancement Quality difference Is the practical application of Frederick Herzberg s motivator hygiene theory of job satisfaction o Based on a landmark study in which he interviewed 203 accountants and engineers Job satisfaction was associated with achievement recognition characteristics of the work responsibility and advancement FIGURE 6 2 pg 152 o These factors were all related to outcomes associated with the content of the task being performed o Factors motivators because each was associated with strong effort and good performance Job dissatisfaction was associated primarily with factors in the work context or environment FIGURE 6 2 pg 152 o Factors hygiene factors jobs with good company policies and administration technical supervision salary interpersonal relationships with supervisors and working conditions Job Rotation calls for moving employees from one specialized job to another Rotating jobs Job Sharing Sharing jobs Ex two people fill one headcount Job Characteristics Model Determined how work can be structured so that employees are internally or intrinsically motivated Job characteristics model skill variety etc o Determined how work can be structured so that employees are internally or intrinsically motivated Design jobs with core job characteristics leads to more characteristics of critical psychological outcomes Intrinsic motivation occurs when an individual is turned on to one s work because of the positive internal feelings that are generated by doing well Core job characteristics are common characteristics found to a varying degree in all jobs Three job characteristics determine experienced meaningfulness of work o Skill variety the job requires an individual to perform a variety of tasks that require him or her to use different skills and abilities o Task identity is high when a person works on a product or project from beginning to end and sees a tangible result Sense of accomplishment o Task significance the job affects the lives of other people within or outside the organization Significance beyond you Experienced responsibility is elicited by the job characteristics of autonomy o Autonomy the job enables an individual to experience freedom independence and discretion in both scheduling and determining the procedures used in completing the job Responsible Knowledge of results is fostered by the job characteristics of feedback o Feedback an individual receives direct and clear information about how effectively he or she is performing the job o Job Satisfaction An affective or emotional response to one s job o Satisfaction moderately correlated at best with most work outcomes measures o Satisfied employees may not necessarily be high performing innovative Job satisfaction enthusiastic etc Employee engagement o Engagement assumes satisfaction plus a level of excitement and enthusiasm about the work energy enthusiasm for the organization and passion for what one does o Engagement more strongly correlated with
View Full Document
Unlocking...