Chap 8 Foundations of Motivation
(P. 204)
Motivation (P.206): psychological process that cause arousal, direction and persistence of voluntary actions that are goal directed
2 General Categories of Motivation:
Motivating Employees through Job Design (P.225)
Content theories of motivation (P.206): focus on identifying internal factors such as instincts, needs, satisfaction and job characteristic that energise employee motivation
Process theories of motivation (P.213): focus on explaining the process by which internal factors and cognitions (perception, thoughts and beliefs) influence employee motivation
Intensity (effort) - the strength of response
Persistence (continuous) - staying power of behaviour
Direction (goal) - the choice of what to do
McClelland's Needs Theory (P.209)
Needs are physiological or psychological, unmet needs motivate people
Alderfer's ERG Theory, late 1960s (P.208): 3 level of core needs
Maslow's Hierarchy of Needs, 1943 (P.207): 5 basic needs in a stair-step fashion
Vroom's Expectancy (P.218): people are motivated to behave in ways that produce desired combinations of expected outcomes
Adam's Equity Theory (P.213): people strive for fairness and justice in social exchange
Goal Setting is a motivational technique(P.222):
Herzberg's Motivator-Hygiene Theory (P.211):
Focus on unsatisfied needs, unique to individuals
Focus on needs related to self concept (self-esteem and self-actualisation)
Lowest: Existence Needs (E): desire for physiological and materialistic well-being
Relatedness Needs (R): desire to have meaningful relationship with significant others
Highest: Growth Needs (G): desire to grow as a human being and to use one's abilities to the fullest potential
Frustration-regression component: higher needs not fulfill, look for lower needs
People are motivated by different needs at different times
or influence by different culture
may have more than one need at a time
Need for Affiliation: desire to spend time in social relationships and activities
Need for Power: desire to influence, coach or encourage others to achieve
Need for Achievement: may cheat & cut corners, leave people out of the loop and focus on finding shortcuts for goal
desire to work on moderately difficult task
prefer performance due to personal efforts (internal) than external, ie. luck
desire more feedback on their success & failure
tend to avoid conflict, difficult to make decisions
not effective managers, avoid negative feedbacks
top performers are motivated by power
Managers need high power and low affiliation
tend to sabotage people (win-lose situation)
Hygiene factors: job characteristics assoc with job dissatisfaction
Motivators: job characteristics assoc with job satisfaction
Zero-midpoint: Job satisfaction and dissatisfaction are absent
Same as Maslow: focus on the roles of needs in motivation
Not absolute rewards but Perception of Fairness in terms of inputs and outcomes
Equitable Situation v Negative Inequity v Positive Inequity
Organisational Justice (P215): extent to which people perceive that they are treated fairly at work
Procedural: perceived fairness of the process and procedure used to make allocation decisions
Interactional: extent to which people feel fairly treated when procedures are implemented
Distributive: perceived fairness of how resources and rewards are distributed
give employees chance to 'voice out' will improve distributive and procedural justice
all 3 justice ++ corr with job satisfaction, org commitment, OCB and -- corr with withdrawal cognitions and turnover (P.216)
Managers should explain the rationale behind their decisions (P.217)
2-stage:
Valence: value (+/-) people place on outcome (-2 to 2)
strength of tendency to act in a certain way (effort) depends on strength of expectancy of an outcome (performance) and on the attractiveness of that outcome (valence)
1. Expectancy: one's belief that a particular degree of effort will result in a particular level of performance (0 to 1)
2. Instrumentality: one's belief that a particular outcome is critical on accomplishing a specific level of performance (-1 to 1)
Affected by: self-esteem, self-efficacy, previous success, help received from supervisors, and good materials, information and equipment to work with
Implications (P.221)
4 motivational mechanism:
3 major concerns & 5 practical insights (see notes, P.224)
Goal refer to what one try to achieve
Goals direct attention: SMART goal
Goals regulate effort: motivate you to act and prioritise work
Goals increase persistence: overcome obstacles
Goals foster development & Application of task strategies and action plan
2. Bottom-up approach (P.230): job design is driven by employees, job crafting
1. Top-down approach: management is responsible for creating efficient and meaningful combi of work task
3. Idiosyncratic Deals (P.231): middle ground between the 2 approaches above
i-deals: individuals negotiate for themselves from flexible to career development
new, not much research
less stress and more opportunities (higher level of employee engagement)
Involves physical & cognitive change in the task or relational boundaries of work
Job Enrichment: more responsibility and recognition (vertical loading)
Job Rotation: moving employees, increase flexibility and ease scheduling
Job Enlargement: more variability in work (horizontal loading)
Scientific Management (Mechanistic approach): high efficiency but low job satisfaction
Job Characteristic Model (P.228, notes 40)
