Job Based Theories- Approach is to motivate people at work, change what they do at work, change the jobHerzberg’s Motivation-Hygiene (2 factor) Theory 1968Made distinction between what hygiene factors are and what are motivation factors areIf all hygiene factors are satisfied, we may be neutral but need satisfied motivation factors in order to be motivatedJob Characteristic Theory (Hackman and Oldham)Skill variety- variety of skills and abilities that people use in their jobTask identity- extent to which a person’s job involves whole pieces of work that they feel are meaningful pieces of a whole (ex. Low task identity in assembly line worker)Task significance: people’s feeling that their job is important, and impacts the world in a meaningful wayAutonomy- the extent of control, freedom and independence people have in choosing how their work is performedFeedback- extent to which job itself provides knowledge of resultsAll of the above job characteristics lead to different psychological states like meaningfulness, responsibility, knowledge of results; these result in job satisfactionApplication of Job Based TheoriesBiggest applications in work design and work re-designTo apply Motivation Hygiene TheoryFirst: always make sure hygiene factors are fulfilledSecond: focus on improving motivators to impact intrinsic motivationTo apply JCTFirst construct needs assessment to evaluate your baselineSecond address diagnosed problems according to job characteristicsInvolve all stakeholders in any interventionThird implement a work design/redesign intervention such as a few old favorites:Job rotation, vertical expansion (job enrichment), job enlargement (horizontal expansion)Cognitive Based Theories- understanding and impacting the underlying cognitive mechanisms in the motivation processEquity Theory- inputs/outputsLook at yourself and others; how much you/they put in versus how much you get outComponents of fairness perceptions:Distributive, procedural, interactionalTo apply: to increase people’s perceptions make sure to be fair on all frontsVroom’s Expectancy TheoryMotivation (motivational force) is a multiplicative function of:Expectancy- I expect my efforts will lead to desired outcome (effort-performance relationship)Your perception that if you study you will do well, doubt yourself and you wont succeedInstrumentality- I believe my performance will lead to reward (performance-reward relationship)Valence- I anticipate satisfaction with outcomes (rewards-personal goals relationship)You care about doing wellV x I x E= MotivationTo impact expectancy, help workers develop self efficacy through support and trainingTo impact instrumentality, crate a well-developed contingent reward system ensure the link is there.To impact valence ensure rewards are actually desirableLecture 9Outline of Last Lecture I. MotivationII. McGregor’s Theory X and Theory YIII. Need Based Theories of MotivationOutline of Current Lecture I. Job Based TheoriesA. Herzberg’s Motivation-Hygiene TheoryB. Job Characteristic TheoryII. Application of Job Based TheoriesIII. Cognitive Based TheoriesA. Equity TheoryB. Vroom’s Expectancy TheoryCurrent Lecture- Chapter 17: Motivating Employees MGT 305 1st EditionJob Based Theories- Approach is to motivate people at work, change what they do at work, change the job Herzberg’s Motivation-Hygiene (2 factor) Theory 1968- Made distinction between what hygiene factors are and what are motivation factors are- If all hygiene factors are satisfied, we may be neutral but need satisfied motivation factors in order to be motivated  Job Characteristic Theory (Hackman and Oldham)- Skill variety- variety of skills and abilities that people use in their job- Task identity- extent to which a person’s job involves whole pieces of work that they feel are meaningful pieces of a whole (ex. Low task identity in assembly line worker)- Task significance: people’s feeling that their job is important, and impacts the world in a meaningfulway- Autonomy- the extent of control, freedom and independence people have in choosing how their work is performed- Feedback- extent to which job itself provides knowledge of results- All of the above job characteristics lead to different psychological states like meaningfulness, responsibility, knowledge of results; these result in job satisfaction Application of Job Based Theories- Biggest applications in work design and work re-design- To apply Motivation Hygiene Theoryo First: always make sure hygiene factors are fulfilledo Second: focus on improving motivators to impact intrinsic motivation- To apply JCTo First construct needs assessment to evaluate your baselineo Second address diagnosed problems according to job characteristics Involve all stakeholders in any interventiono Third implement a work design/redesign intervention such as a few old favorites: Job rotation, vertical expansion (job enrichment), job enlargement (horizontal expansion) Cognitive Based Theories- understanding and impacting the underlying cognitive mechanisms in the motivation processEquity Theory- inputs/outputs- Look at yourself and others; how much you/they put in versus how much you get out- Components of fairness perceptions:o Distributive, procedural, interactional- To apply: to increase people’s perceptions make sure to be fair on all fronts Vroom’s Expectancy Theory- Motivation (motivational force) is a multiplicative function of:o Expectancy- I expect my efforts will lead to desired outcome (effort-performance relationship) Your perception that if you study you will do well, doubt yourself and you wont succeedo Instrumentality- I believe my performance will lead to reward (performance-reward relationship)o Valence- I anticipate satisfaction with outcomes (rewards-personal goals relationship) You care about doing wello V x I x E= Motivation- To impact expectancy, help workers develop self efficacy through support and training- To impact instrumentality, crate a well-developed contingent reward system ensure the link is there.- To impact valence ensure rewards are actually