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Job motivation and satisfaction - Coggle Diagram
Job motivation and satisfaction
Hawthorne experiment
follow up: bank wiring roop study with male employees. Different results - due to demand charac and informal rule of slowing down
Mitchell
: Motivation charac. that theories have to consider
Motivation in individual
Motivation is intention
Motivation theory should predict behaviour
Motivation is multifaceted
Need theory
Faren: 12 main areas of human needs
Family/Home/Health/safety
Intrinsic motivation: psych and social factors (learning, social interaction)
Extrinisic motivation: tangible rewards: pay, security, environment
Mullins: model of the needs and expectation of people at work
Fullfillment of these needs and exectations influence motivation, job satisfaction and work performance
Economic rewards
: pay, fringe benefits, pensions, lead to an instrumental orientation
Intrinsic satisfaction
: nature of work: interest, opportunities for growth, development, leads to a personal orientation to work
Social relationships
: work friendships, dependency., group work, lead to relational orientation to work
Maslow's hierarchy of needs
Work fulfills needs at various levels
Clayton: reduced this from 5 to 3: Existence, relatedness and growth ERG
Self ActualisationEsteem Needs
Love and belonging
safety needs
physiological needs
McClelland's achievement motivation theory
N-Ach: desire for significant accomplishment, skill mastery or high standards
similarities between N-Ach, self actualisation (Maslow) and growth (ERG theory)
Four characteristics of people scoring high in N-Ach - effective employees and leaders - dedicative to work/strive to meet goals
Preference for moderate tasks difficulty and goals
Preference for personal responsibility for task performance
Have a need for clear/unambiguous feedback
More innovative
Cognitive theories
Expectancy theory
: behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to the result it will produce
Vroom: employee will work harder if he believes his additional efforts will lead to valued rewards
F=E (sum of IxV)
F: effort/motivational force expended to achieve the desired perf
E: expectancy, belief that the effort will result in desired level of performance
I: Instrumentality, belief that the desired level of performance will give result in desired outcome
V: Valence: value of the outcome to the employee
will direct their efforts F if they feel like they can successfully achieve te desired behaviour E that will lead to the desired and valued outcome V and I
Equity theory
: motivation like accounting balance, want to strike a balance between input and outcomes
compares to others working in the same situation, if inequity (people not putting in effort) = adjust inputs so they don't become the sucker
Goal setting theory
Locke: the effect of setting goals on subsequent performance/ Goal setting strategy to motivate yourself
Types of Goals
Mastery goals
: desire to gain knowledge/skills
Performance goals
: desire to maximize behavior and appear competent to others
Components of goal setting theory.
Goal difficulty
Goal specificity
Goal acceptance
Goal commitement
Latham: evidence for goal specificity, perf improves when assigned specific challenging goal. truck drivers carried 60% weight, encouraged to reach 94% = increased efficiency
Research that clear goals enhanced performance. goal setting leads to more effort, better planning, increased commitment.
Latham: practical implications of goal setting theory
Specific performance
Challenging but realistic
goals set by superiors done collaboratively better clear and accurate feedback = better performance
SMART techniques established
Job characteristics and well being
Herzberg's two factor theory
Motivators
: lead to job satisfaction (achievement, personal growth, recognition) psych needs in Maslow. Intrinsically rewarding (satisfiers)
Hygiene factors
: prevent dissatisfaction (supervision, pay, secuirty) extrinsically rewarding
only male/biased sample
practical implications
Lloyd: valid till date
Management techniques
Job enlargement: greater variety of tasks
Job enrichment: wide range of more complex task = greater sense of achievement
Empowerment: autonomy given to make own decisions
Hackman and Oldham Job characteristics theory
JCT: how job charac. affect motivational outcomes (job satisfaction)
core job dimensions linked to psychological states that are imp for motivation and satisfaction
Core dimensions: Skill variety/Task identity/Task significance
Psych state: meaningfulness of work Outcomes: high intrinsic motivation
Core dimensions: autonomy
Psych state: responsibility for outcomes Outcomes: high job performance/high job satisfaction
Core dimensions: task feedback
Psych states: knowledge of results Outcomes Low absences and turnover
Warr's vitamin model
organisations like living organisms, need to be nourished. describes job charac that impact employee well being and development
Autonomy/variety/pay/security
doesn't consider other charac that influence well being e.g. personal life
provides framework for helping to measure the health of organization and worker's wellbeing - practical applic.
De Jonge: still a useful model. validation study