chap006 detailed
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OB Colquitt chapter 6TRANSCRIPT
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Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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Chapter6 Motivation
Copyri ght 2011 by the McGraw-H il l Companies, Inc. Al l r ights reserved.McGraw-Hill/Irwin
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Learning Goals
What is motivation?
What three beliefs help determine work effort,
according to expectancy theory?
What two qualities make goals strong predictors oftask performance, according to goal setting theory?
What does it mean to be equitably treated according
to equity theory, and how do employees respond to
inequity?
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Learning Goals, Contd
What is psychological empowerment, and
what four beliefs determine empowerment
levels?
How does motivation affect job performance
and organizational commitment?
What steps can organizations take to increase
employee motivation?
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What is Motivation?
Motivationis defined as a set of energetic forces
that originates both within and outside an employee,
initiates work-related effort, and determines its
direction, intensity, and persistence.Motivation is a critical consideration because job
performance often requires high levels of both ability and
motivation.
Employees who are engaged completely invest themselvesand their energies into their jobs.
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Motivation and Effort
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gure6
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Discussion Questions
What makes you decide to direct your effort
to work assignments rather than taking a
break or wasting time?
What makes you decide to be a good citizen
by helping out a colleague or another
student?
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Expectancy Theory
Expectancy theorydescribes the cognitive
process that employees go through to make
choices among different voluntary responses.
Employee behavior is directed toward pleasure
and away from pain or, more generally, toward
certain outcomes and away from others.
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Expectancy Theory
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Expectancy Theory, Contd
Expectancyrepresents the belief that exerting a high
level of effort will result in the successful
performance of some task.
Expectancy is a subjective probability, ranging from 0 to 1that a specific amount of effort will result in a specific level
of performance (abbreviated E P).
Self-efficacyisdefined as the belief that a person has the
capabilities needed to execute the behaviors required fortask success.
Past accomplishments, vicarious experiences, verbal persuasion,
emotional cues
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Sources of Self-Efficacy
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Expectancy Theory, Contd
Instrumentalityrepresents the belief that successful
performance will result in some outcome(s).
Instrumentality is a set of subjective probabilities, each
ranging from 0 to 1 that successful performance willbring a set of outcomes (abbreviated P O).
Valencereflects the anticipated value of the outcomes
associated with performance (abbreviated V).
Can be positive, negative, or zero
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Expectancy Theory, Contd
What exactly makes some outcomes more
positively valenced than others?
In general, outcomes are deemed more
attractive when they help satisfy needs.
Needscan be defined as cognitive groupings or
clusters of outcomes that are viewed as having
critical psychological or physiologicalconsequences.
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Commonly Studied Needs in OB
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Expectancy Theory, Contd
Extrinsic motivationis motivation that is
controlled by some contingency that depends
on task performance.
Intrinsic motivationis motivation that is felt
when task performance serves as its own
reward.
OB on Screen
The Dark Knight
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Extrinsic and Intrinsic Outcomes
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Expectancy Theory, Contd
Total motivational force to perform a given actioncan be described using the following formula:
Motivational Force = E P x *(P O) x V]
The symbol in the equation signifies that
instrumentalities and valences are judged with various
outcomes in mind.
Motivational force equals zero if any one of the threebeliefs is zero.
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Goal Setting Theory
Goal setting theoryviews goals as the primary
drivers of the intensity and persistence of
effort.
Assigning employees specific and difficult goals
will result in higher levels of performance.
What is a difficult goal?
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Goal Difficulty and Task Performance
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Settings and Tasks Used in Goal Setting
Research
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Goal Setting Theory, Contd
Why do specific and difficult goals have suchpositive effects?
Assignment of a specific and difficult goal shapes
peoples own self-set goals the internalizedgoals that people use to monitor their own taskprogress.
Goals trigger the creation oftask strategies,
defined as learning plans and problem-solvingapproaches used to achieve successfulperformance.
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Goal Setting Theory, Contd
Moderators on Task Performance
Feedbackconsists of updates on employee
progress toward goal attainment.
Task complexityreflects how complicated the
information and actions involved in a task are, as
well as how much the task changes.
Goal commitmentis defined as the degree towhich a person accepts a goal and is determined
to try to reach it.
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Goal Setting Theory
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Strategies for Fostering Goal Commitment
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Equity Theory
Equity theoryacknowledges that motivation
doesnt just depend on your own beliefs and
circumstances but also on what happens to
other people.
Employees create a mental ledger of the
outcomes (or rewards) they get from their job
duties.
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Equity Theory, Contd
You compare your ratio of outcomes and inputsto the ratio of some comparison other some
person who seems to provide an intuitive frame
of reference for judging equity. Cognitive calculus
Ratio of outcomes to inputs is balanced between
you and your comparison other.
My Outcomes
My inputsvs. Others Outcomes
Others Inputs
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Equity Theory, Contd
Cognitive calculus, contd
Your ratio of outcomes to inputs is less than your
comparison others ratio.
Any imbalance in ratios triggers equity distressaninternal tension that can only be alleviated by restoring
balance to the ratios.
Your ratio of outcomes to inputs is greater than
your comparison others ratio.
Change your comparison other.
Internal versus external comparisons
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Some Outcomes and Inputs Considered by
Equity Theory
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Three Possible
Outcomes of
Equity TheoryComparisons
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Judging
Equity with
Different
ComparisonOthers
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Psychological Empowerment
Psychological empowermentreflects an energyrooted in the belief that work tasks contribute tosome larger purpose.Meaningfulnesscaptures the value of a work goal or
purpose, relative to a persons own ideals and passions. Self-determinationreflects a sense of choice in the
initiation and continuation of work tasks.
Competencecaptures a persons belief in his or hercapability to perform work tasks successfully.
Impactreflects the sense that a persons actions make adifferencethat progress is being made toward fulfillingsome important purpose.
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Why Are Some
Employees
MoreMotivated
than Others?
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How Important is Motivation?
Strongest performance effect is self-efficacy /competence; people who feel a sense of internalself-confidence tend to outperform those who doubttheir capabilities.
Difficult goals are the second most powerfulmotivating force.
The motivational force created by high levels ofvalence, instrumentality, and expectancy is the next
most powerful motivational variable for taskperformance.
Perceptions of equity have a somewhat weakereffect on task performance.
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Effects of Motivation on Performance and
Commitment
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Application: Compensation Systems
Do the elements provide difficult and specific goals
for channeling work effort?
Lump sum bonuses and gainsharing have been credited
with improvements in employee productivity. Consider the correspondence between individual
performance levels and individual monetary
outcomes.
Merit pay represents the most common element oforganizational compensation plans.
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Compensation Plan Elements
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Compensation Plan Elements, Contd
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Takeaways
Motivation is defined as a set of energetic forces thatoriginates both within and outside an employee,initiates work-related effort, and determines itsdirection, intensity, and persistence.
According to expectancy theory, effort is directed
toward behaviors when effort is believed to result in
performance (expectancy), performance is believed to
result in outcomes (instrumentality), and thoseoutcomes are anticipated to be valuable (valence).
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Takeaways, Contd
According to goal setting theory, goals become strong drivers ofmotivation and performance when they are difficult and specific.
Specific and difficult goals affect performance by increasing self-set
goals and task strategies. Those effects occur more frequently when
employees are given feedback, tasks are not too complex, and goal
commitment is high.
According to equity theory, rewards are equitable when a persons ratio
of outcomes to inputs matches those of some relevant comparison
other. A sense of inequity triggers equity distress. Underreward inequity
typically results in lower levels of motivation or higher levels of
counterproductive behavior. Overreward inequity typically results in
cognitive distortion, in which inputs are reevaluated in a more positive
light.
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Takeaways, Contd
Psychological empowerment reflects an energy rootedin the belief that tasks are contributing to some larger
purpose. Psychological empowerment is fostered
when:
work goals appeal to employees passions (meaningfulness),
employees have a sense of choice regarding work tasks
(self-determination),
employees feel capable of performing successfully
(competence), and
employees feel they are making progress toward fulfilling
their purpose (impact).
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Takeaways, Contd
Motivation has a strong positive relationship with jobperformance and a moderate positive relationshipwith organizational commitment. Of all the energeticforces subsumed by motivation, self-
efficacy/competence has the strongest relationshipwith performance and commitment.
Organizations use compensation practices toincrease motivation. Those practices may includeindividual-focused elements (piece-rate, merit pay,
lump sum bonuses, recognition awards), unit-focused elements (gainsharing), or organization-focused elements (profit sharing).