BUSMHR 3200 Exam II Study Guide Robbins Judge Chapter 7 What is Motivation the processes that account for an individual s intensity direction and persistence of goal directed effort one of most frequently researched topics in organizational behavior Intensity how hard the person tries doesn t matter how high if it isn t in the right direction Direction where efforts are channeled to organization s goals Persistence how long the effort is maintained Behavior Ability Motivation Situation Key sources of motivation Person Manager Job Next 4 Early theories Maslow s Hierarchy of needs best known Within every human being there is a hierarchy of 5 needs example in life in an organization 1 Physiological ex Hunger Salary 2 Safety ex Protection from harm Job security growth potential 3 Social ex Love belongingness Acceptance Appreciation 4 Self Esteem ex Self respect status achievement Recognition Responsibility Advancement 5 Self Actualization ex Achieving our potential Complete fufillment Individual moves up the hierarchy as their needs are met only unmet needs motivate so need to focus on those levels Lower Order needs physiological and safety satisfied externally Higher Order needs social self esteem self actualization satisfied internally still used but never had empirical evidence McGregor s Theory X vs Theory Y Managers have either a negative view Theory X or positive view Theory Y toward employees Theory X Inherent dislike for work will attempt to avoid it Must be coerced controlled or threatened to achieve goals Will avoid responsibility and seek direction Will display little ambition or creativity values security above all else Theory Y Work is as natural as rest or play If committed to a goal will exercise self direction and control Can accept even seek responsibility Can be innovative and make decisions on his her own Higher order needs dominate individuals Doesn t not have any empirical support Herzberg s two factor theory Motivation Hygiene theory Relates intrinsic factors advancement recognition responsibility achievement to job satisfaction and associates extrinsic factors with dissatisfaction or no satisfaction Motivators satisfying if present neutral not dissatisfying if not present Managers should emphasize these factors to motivate people on their jobs Hygiene Factors Neutral not satisfying if present dissatisfying if not present Managers should address these factors to reduce dissatisfaction but should not necessarily expect Has not been well supported in OB many criticisms but still influential and well known motivation McClelland Theory of Needs 3 needs Need for achievement nAch drive to excel to achieve in relationship to a set of standards high nAch prefer jobs with personal responsibility and feedback Doesn t necessarily make someone a good manager most attention focused here like 50 50 probability successful in entrepreneurial activities Need for power nPow need to make others behave in a way they would not have otherwise high nPow positively related to managerial success Need for affiliation nAff desire for friendly and close interpersonal relationships high nAff negatively related to managerial success has best research support of the early theories but has less practical effect Next Contemporary Theories validated by empirical evidence to motivate employees represent current approaches to employee motivation Self Determination Theory people prefer to feel they have control over their actions so anything that makes a previously enjoyed task feel more like and obligation than a freely chosen activity will undermine motivation research on this has focused on the Cognitive Evaluation Theory very similar Self Concordance considers how strongly people s reasons for pursuing goals are consistent with their interests and core values if interests are intrinsic their goals are more likely to be achieved choose your job for reasons other than extrinsic rewards managers should provide intrinsic and extrinsic incentives Cognitive Evaluation Theory Providing extrinsic rewards for work that was previously intrinsically rewarding tends to decrease overall motivation Verbal rewards increase intrinsic motivation while tangible rewards undermine it Eliminating extrinsic rewards can also shift an individual s perception of why she works on a task from an external to an internal explanation ex b c they want to Job Engagement investment of an employee s physical cognitive and emotional energies into job performance Goal Setting Theory Intentions to work toward a goal are a major source of work motivation Challenging and specific goals result in higher output than easy or vague goals Challenging goals get our attention and help us focus difficult goals energize us because we have to work harder to obtain them and we persist in trying to also help us discover new strategies to attain them Goals help regulate effort and motivate behavior Goals help one develop specific action plans and tactics to help in goal achievement Key conditions for goals to work acceptance commitment task ability and knowledge action plan feedback guides behavior self generated feedback better accountability Factors that influence the goals performance relationship goal commitment and determination task characteristics and national culture most research done in U S and Canada Desired goal attributes Need to be SMART Specific Measurable Attainable yet challenging Relevant well aligned Time Based Management by Objectives and types of goals it emphasizes MBO emphasizes participatively set goals that are tangible verifiable and measurable hierarchy that links those at one level to those at the next application of goal setting to all aspects of organization converts overall organizational objectives into specific objectives for work units and individuals Common Ingredients Goal specificity Participation in decision making Explicit time period Performance feedback Only difference between MBO and goal setting theory is participation MBO strongly advocates it whereas goal setting theory says managers assigned goals are usually just as effective 6 steps 1 Set the org s goals 2 Set the department s goals 3 Discuss the department s goals 4 Define expected results set individual goals 5 Conduct performance reviews and measure the results 6 Provide feedback Goal setting pit falls and solutions Excessive risk taking specify acceptable risk levels Increased stress ensure employees have skills provide training Goals as
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