Organizational Behavior

Organizational Behavior 10e Hellriegel/Slocum

Chapter 5 Achiving Motavation in the Workplace

Unit 5

1. The Basic Motivational Process
   There are four basic needs that need to be addressed in what motivates people. They are 1) meeting basic human needs, 2) Designing jobs that motivate people, 3) enhancing the belief that rewards can be achieved, and 4) treating people equitably. Unless these are met there can be no motivation. Motivation is the forces acting on or within a person that causes the person to behave in a specific goal-directed manner. motivation is not to be confused with performance. A highly motivated person can perform poorly if he or she does not have adequate skills.
   1. Core Phases of the Process
      Performance can be be put simply as a function of a persons ability times their motivation. You cannot do a task unless you have the ability, the talent to perform a goal-related task. The person must want to achieve this as well. To start this process we identify the persons needs deficiencies that a person is experiencing at a time. They break down to psychological (recognition), physiological (air, food) or social (friendship). Needs create tension that a person seeks to eliminate. Motivation is goal directed. A Goal is a specific result that an individual wants to achieve. These can be a driving force behind a person.
   2. Motivational challenges
      In concept, motivation is straight forward and simple. In reality it is not. First motivations can only be inferred, not seen. Second, the needs of a person are dynamic and change over time. Lastly there are differences in what motivates people. A manager needs to know what motivates his people and then do something about it.
2. Motivating Employees Through Meeting Human Needs
   1. Needs Hierarchy Model
      Abraham Maslow suggested a needs Hierarchy with four assumptions.
      • When a need has been satisfied, its role in motivation goes down., but another will need to come up.
      • Needs network is complex with many needs affecting behavior. Emergency needs take precedence though.
      • Lower level needs must be met before higher level needs can be met.
      • There are more ways to satisfy higher level needs then their are higher level ones.
      There are five types of needs:
      1. Physiological: need for food, water, air, etc. These are the lowest level of needs. People will take any job that meets these needs. Managers that motivate this way assume people work only for money.
      2. Security Needs: safety, stability, etc. If these needs are not met, like physiological needs, people will be preoccupied with meeting them.
      3. Affiliation Needs: friendship, love, etc. When first two are met, people will look for a sense of belonging. Managers who believe that people are needing this will act in a supportive mode.
      4. Esteem needs: self-worth and recognition from others. These people want others to accept them for what they are and to look at them as competent and able. (Read Mary Kay Cosmetic sales force)
      5. Self-Actualization needs: These people strive to increase their problem solving abilities.
      Using Maslow's Needs Hierarchy
      The three lowest are called deficiency needs. If not met a person cannot grow into a healthy person. The last two are growth needs. Satisfaction here helps a person grow. These needs are really based on US cultural values. Top managers are able to satisfy their own growth needs than are lower level managers.
   2. achievement Motivation Model
      David McClelland proposed a learned needs model of motivation that he believes is rooted in culture. Everyone had three important needs: achievements, affiliation and power. Those who have strong power motive take action that affect the behavior of others. Those with strong affiliation motive tend to establish relationships with others. those with strong achievement motive compete against standards of excellence or against behaviors and achievements. These are influenced by childhood, personal and occupational experiences and the types of organizations they work for. These motives are stored in the preconscious mind, just below full awareness and can be determined by how a person interprets an unstructured picture called a Thematic Appreciation Test (TAT).
      Characteristics of High achievers Self motivators tend to have three characteristics. They like to set their own goals. They prefer moderate goals, ones that can be achieved but not with out a small challenge. They lastly prefer tasks that provide immediate feedback.
      Financial Incentives - The effect of money had a mixed effect on high achievers. Though they will not stay at a place that does not pay them well, routine or boring tasks will drive them away as well. They need something to motivate them as well as the money.
3. Motivating Employees Through Job Design
   Frederick Herzberg developed another model, the motivator-hygiene model.
   1. Motivational Factors
      Motivator factors include the work itself, recognition, advancement, and responsibility. They are intrinsic factors which are directly related to the job and internal to individual.
   2. Hygiene Factors
      Hygiene factors are company policies and administrations, salary, benefits, etc. They are extrinsic factors that server as rewards.
      Cultural Influences In US 80% of factors that lead to job satisfaction can be traced it to motivators. In other cultures this can change.
      Using Motivators and Hygienes This model appeals to managers as it gives straighforward suggestions on motivating people. But it has critics as well. One was the method bound process that was used to develop it. Another is it is unclear if satisfaction and dissatisfaction are two separate parts.
4. Motivating Employees Through Performance Expectations
   1. Expectancy Model
      The expectancy model says that people are motivated to work when they expect to achieve things they want from their jobs. Four assumptions are made here.
      • A combination of forces in the individual and the environment determine behavior.
      • Individuals decide their own behaviors even though organizations may place constraints are placed on individual behavior
      • Individuals have different needs and goals. Also they change over time
      • People decide among alternatives based on their perceptions of whether a specific behavior will lead to a desired outcome.
      There are things to help us understand things, they are called First-level and second-level outcomes, expectancy, valance, and instrumentality
      First-Level and Second-Level Outcomes Behavior associated with the job itself are first-level outcomes. Second-level outcomes are the positive or negative rewards associated with them.
      Expectancy If a person gives a particular level of effort, a certain level of performance should result, that is called expectancy. It can vary from 0, no chance, to 1 the fact that it will.
      Instrumentality This is the relationship between first-level and second-level outcomes. Ranges are -1 to +1. -1 indicates an inverse relationship, +1 indicates a normal relationship. 0 indicates there is no relation at all.
      Valance is the preference for a particular second level outcome. It is not just the level of reward, but what it means to the person receiving it. Negative outcomes, (lay offs), are ones to avoid. If it is 0 it does not affect things. Positive levels are preferable.
      Putting it all Together People expert work effort to achieve performance that leads to valued work-related outcomes.
      The Expectancy Model in Action If one studies hard, take good notes, attend classes regularly, then you can expect good grades. But maybe you only believe that you have a 20% chance of doing well. Then you will lower your effort. There are problems with this model because it makes wide assumptions and works best in cultures that emphasize internal attribution (like the US).
5. Motivating Employees Through Equity
   1. Equity Model:Balancing Inputs and Outcomes
      The equity model says that an individuals feelings of how she is treated in comparisons with others. It has 2 assumptions. 1) people evaluate interpersonal relationships like they would some product they are buying. 2) people do not operate in a vacuum. they make comparisons to what is going on around them.
      General Equity Model based on two variables: inputs and outcomes. Inputs are what an individuals contribute to exchanges. Outcomes are what the individual receives from they exchange. Multiple inputs and outcomes can muddle situations.
      Consequences of Inequity Inequity causes tension. Tension is not pleasure. People are motivated to get rid of inequity.
   2. Procedural Justice: Making Decisions Fairly
      The fairness of rules and procedures is referred to as procedural justice. A strong example would be people who survive a layoff. Those left behind can judge the fairness of the layoff in how it was handled. If fair, then people will feel more committed to the company.
6. Chapter Summary
7. Developing Competencies