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Motivation and Satisfaction (Views of work (Obligation, Necessity, Self…
Motivation and Satisfaction
Importance of M&S
Avoid
Sick leave
Strikes
Quitting job; high employee turnover is costly
Poor productivity/ efficiency
Views of work
Obligation
Necessity
Self-improvement
Fun
Exploitation
Defining Motivation
Characteristics
Intensity
"How much effort am I putting in?"
Persistence
"How long do I want to continue doing this?"
Direction
"What am I doing?"
Related to
Action state (ready for a challenge)
Involvement (identification with job)
Flow (being 'in the zone')
Organisational commitment (identification with company)
interaction
Corporate citizens
vs
Lone wolves
Blau
sig predictor for employee turnover and absenteeism - CCs benefit organisation more than LWs
Cultural differences e.g.
Japan majority are CCs
Protestant work ethic (doing your duty and doing 'the right' thing - work necessary for a devoted life)
Satisfaction stats
86% are 'happy' with jobs (
USA, 2009
)
Explanations
other than actual happiness
Demand characteristics
Cognitive dissonance (denial)
Superordinate goals: job is means to an end (£)
Reinforcement theory
Stajkovic & Luthans
meta-analysis
2003
Rewards (£) increase job performance by 23%
Inconsistent results: 80% of the time M^
Expectancy theory
Vroom
Self-belief increases Motivation
interaction between 3 factors
=> Motivational force
Expectancy x Value of outcome x Perceived chance of reward
Goal setting theory
Factors
Feedback
Challenging goals
Goal acceptance by employees
Specific goals
Supporting the team and pulling your weight
Doerr
experiment w/ 3 conditions: amount of time (seconds) it takes workers to process 50 fish
No goal
702s
Individual goal
570s
Group goal
538s
Fastest! Group goals are best to motivate and promote efficiency
Herzberg's motivators
A dual-factor needs model: Dissatisfaction and Satisfaction are separate dimensions
Motivators (Satisfaction)
Challenge
Responsibility
Development and growth
Hygiene factors (Dissatisfaction)
Salary
Security
The Work Design Principle
Work Design
Satisfaction
Motivation
Performance
Hawthorne
electric light productivity study
The Job Characteristics Model
3 factors influence motivation
Autonomy (responsibility, control)
Feedback (knowledge of results)
Meaningfulness
Skill variety
Significance
Identity
Formula
M = (Meaningfulness)/3 x Autonomy x Feedback
Mixed support from empirical evidence
Due to
Social/ contextual influences
Rewards influence
Personal values influence
There is no one-size-fits-all model for motivation... this model assumes that one change in the environment would have the same influence on
everyone/anyone
, this isn't true due to
subjective perceptions
and individual differences
Emotional Labour
Displaying genuine
vs
fake emotions at work
'Deep acting' increases job satisfaction compared to 'surface acting' which decreases job satisfaction
Higher in jobs such as waitressing
Individual Differences
Individual Differences
Excellence/ mastery goals
Status/ power aspirations
Acquisitiveness
Competitiveness
Work ethic
Age and Satisfaction
Lowest satisfaction is in mid-life, lack of excitement, busy time of life
e.g.
have kids
Novelty effects and mastery/ light at end of the tunnel effects
Disposition
Personality: the Big 5
Conscientiousness particularly important
Hurtz
all correlate with performance motivation
ENOCA
The Myers Briggs Type Indicator
Eysenck
Extra/Intraversion and Neurotic/Stable
Jung
Sensing/Intuiting and Thinking/Feeling
Outcomes (16 total)
Inspector
Protector
Crafter
Teacher
Mastermind
Satisfaction and Business Success
Harter
8000 'business units', 40 companies
Causation
unknown
Satisfied workers are more productive
or
Productive workers are more satisfied
Campbell
Performance model
Factors other than motivation which predict performance
Declarative knowledge (facts, principles, goals)
Procedural knowledge/ skill (cognitive, psychomotor, physical, self-managing)
Motivation only useful if have threshold level of DK and PK
