Chapter

8 Motivation Through Needs, Job Design & Intrinsic Rewards

Motivation Through Needs, Job Design & Intrinsic Rewards

What Does Motivation What Does Motivation

Involve?Involve? Need Theories of Need Theories of

MotivationMotivation Motivating Employees Motivating Employees

Through Job DesignThrough Job Design Leading Others Leading Others Toward Toward

Intrinsic MotivationIntrinsic Motivation

Motivation

MotivationMotivation

psychological processes that arouse and direct goal-directed behavior DirectionDirection IntensityIntensity Duration Duration

TypesTypes IntrinsicIntrinsic ExtrinsicExtrinsic

8-2

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A Job Performance Model of Motivation

8-3Figure 8-1

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Individual Inputs

Job Context

Motivational Factors

Motivated Behaviors

Performance

Motivation Theories and Workplace Outcomes: A Contingency Approach

Outcome of Interest

Need Reinforce-ment

Equity Expectancy

Goal settin

g

Job Characteristic

s

Choice

X

Effort X X X X X X

Performance

X X X X

Satisfaction X X X

Absenteeism

X X X

Turnover X X X X

Motivation Theories

8-4Table 8-1

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Need theories

Workers have needs they are driven to satisfy in the workplace

Managers can motivate workers by determining the workers’ unmet needs and offering need fulfillment in exchange for work

Maslow’s Need Hierarchy Theory

Esteem

Love

Safety

Physiological

Self-

Actualization

8-5Figure 8-2

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Alderfer’s ERG theory

Existance needsExistance needs desire for physiological and materialistic well-being

Relatedness needsRelatedness needs desire to have meaningful relatinships with significant others

Growth needsGrowth needs desire to grow as a human being and to use one’s abilities to their fullest potential

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Need theory research shows

Maslow not well supported Mixed support for Alderfer

Different employees can be motivated by different needs

An employee can be frustrated by higher order needs and work for fulfillment of lower order needs

Motivating Employees Through Job Design

Job Design Changing the content and/or process of a specific job to increase job satisfaction and performance

8-7

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Approaches to Job Design

Mechanistic Mechanistic Very little cooperation

between management and workers

Employees underachieving by engaging in output restriction: “systematic soldiering”

Scientific ManagementScientific Management using research and experimentation to find the most efficient way to perform a job

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Motivational Approaches

Job Enlargement Job Enlargement putting more variety into a job

Job RotationJob Rotation moving employees from one specialized job to another

Job Enrichment Job Enrichment practical application of Herzberg’s motivator-hygiene theory of job satisfaction

8-9

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Motivator vs. Hygiene Factors

Motivators job characteristics associated with job satisfaction

Hygiene Factors job characteristics associated with job dissatisfaction

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Herzberg’s Motivator-Hygiene Model

Motivator Factors

No Satisfaction Satisfaction

Jobs that do not offer achievement, recognition, stimulating work, responsibility and advancement

Jobs offering achievement, recognition, stimulating work, responsibility and advancement

8-11Figure 8-4

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Herzberg’s Motivator-Hygiene Model

Hygiene Factors

Dissatisfaction No Dissatisfaction

Jobs with poor company policies, and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions

Jobs with good company policies, and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions

8-12Figure 8-4 cont.

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Principles of Vertically Loading a Job

Responsibility, achievement, and recognition

C. Giving a person a complete natural unit of work (module, division, area, and so on)

Responsibility and recognition

B. Increasing the accountability of individuals for their own work

Responsibility and personal achievement

A. Removing some controls while retaining accountability

Motivators InvolvedPrinciple

8-13Table 8-1

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Principles of Vertically Loading a Job

Growth and learningF. Introducing new and more difficult tasks not previously handled

Internal recognitionE. Making periodic reports directly available to the worker himself rather than the supervisor

Responsibility, achievement, and recognition

D. Granting additional authority to an employee in his activity; job reform

Motivators InvolvedPrinciple

Responsibility, growth, and advancement

G. Assigning individuals specific or specialized tasks, enabling them to become experts

8-14Table 8-1 cont.

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Research shows

Job enlargement has no significant lasting effect on employee performance

Benefits of job rotation not sufficiently explored Job enrichment has some support Herzberg’s model has some support, but

Not necessarily for the two-factor aspect

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The Job Characteristics Model

High work effectiveness

High growth satisfaction High general job satisfaction

High intrinsic work motivation

Outcomes

Knowledge of the actual results of the work activities

Experienced responsibility for outcomes of the work

Experienced meaningfulness of work

Criticalpsychological

state

Feedback from job

Autonomy

Skill variety Task identity Task significance

Core job

characteristics

Moderators1. Knowledge and skill2. Growth need

strength3. Context satisfaction

8-15Figure 8-5

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Steps for Applying the Job Characteristics Model

1) Diagnose the work environment to determine if a performance problem is due to low motivation and de-motivating job characteristics

2) Determine whether job redesign is appropriate for a given group of employees

3) Determine how to best redesign the job

8-16Table 8-2

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Steps for Applying the Job Characteristics Model

Perceptual-Motor Approach emphasizes the reliability of work outcome by examining error rates, accidents, and workers’ feedback about facilities and equipment

8-17

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Biological Approach focuses on designing the work environment to reduce employees’ physical strain, effort, fatigue, and health complaints

Research shows

Moderately strong relationship between job characteristics and job satisfaction Can decrease performance

Model is able to predict absenteeism and turnover better than performance

Critical psychological states not necessarily full mediators between job characteristics and outcomes

Intrinsic vs. Extrinsic Motivation

Intrinsic Motivation being driven by positive feelings associated with doing well on a task or job

Extrinsic Motivation motivation caused by the desire to attain specific outcomes

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A Model of Intrinsic Motivation

Sense ofChoice

Sense ofCompetence

Sense ofMeaningfulness

Sense ofProgress

Opportunity Rewards

Accomplishment Rewards

From Task

Activities

From Task

Purpose

8-19Figure 8-6

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Building Blocks for the Intrinsic Rewards

Choice Delegated authority Trust in workers Security A clear purpose Information

Competence Knowledge Positive feedback Skill recognition Challenge High, non-comparitive standards

Meaningfulness A non-cynical climate Clearly identified passions An exciting vision Relevant task purposes Whole tasks

Progress A collaborative climate Milestones Celebrations Access to customers Measurement of improvement

8-20Figure 8-7

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