Motivation I: Needs, Job Motivation I: Needs, Job Design and SatisfactionDesign and Satisfaction

Chapter SixChapter Six

The Fundamentals of Employee The Fundamentals of Employee MotivationMotivation

•A Job Performance Model of Motivation

•Need Theories of Motivation

Motivating Employees Through Job Motivating Employees Through Job DesignDesign

•The Mechanistic Approach

•Motivational Approaches

•Biological and Perceptual- Motor Approaches

6-1a

Chapter Six OutlineChapter Six Outline

Job Satisfaction and Work-Family Job Satisfaction and Work-Family RelationshipsRelationships• The Causes of Job Satisfaction• The Consequences of Job Satisfaction• Work-Family Relationships

6-1b

Chapter Six Outline (continued)Chapter Six Outline (continued)

6-2

Implications Associated with This Implications Associated with This DefinitionDefinition

• Behavior is purposive rather than random- People exhibit both positive (work done on time) and negative (arrive late for work) behavior for a reason

• Motivation arouses people to do something- People are unlikely to change a behavior or do something different unless they are motivated to do so

• Motivation causes people to focus on a desired end-result or goal

• Motivation fuels the persistence needed to exhibit sustained effort on a task

Motivation:Motivation: Psychological processes that cause the arousaldirection, and persistence of voluntary actions that are goal directed.

Motivation DefinedMotivation Defined

A Job Performance Model of MotivationA Job Performance Model of Motivation6-3a

Figure 6-1a

Ability, Job knowledgeDispositions & Traits

Emotions, Moods, &AffectBeliefs & Values

Individual Individual InputsInputs

Physical EnvironmentTask Design

Rewards & ReinforcementSupervisory Support &

CoachingSocial Norms

Organizational Culture

Job ContextJob Context

Arousal Attention Intensity & & Direction Persistence

Motivational ProcessesMotivational Processes

MotivatedBehaviors

SkillsSkills

Enable, LimitEnable, Limit

A Job Performance Model of Motivation (cont.)A Job Performance Model of Motivation (cont.)

6-3a

Figure 6-1b

Individual Inputs

Job Context

Motivational Processes

Focus: Direction, What we doIntensity: Effort, how hard we tryQuality: Task strategies, the way we do itDuration: Persistence, how long we stick to it

SkillsSkills

Enable, LimitEnable, Limit

Performance

Motivated BehaviorsMotivated Behaviors

Need TheoriesNeed Theories

6-4

Needs Needs are physiological or psychological deficiencies that arouse behavior.

Maslow’s Need TheoryMaslow’s Need Theory

•Motivation is a function of five basic needs- physiological safety, love, esteem, and self-actualization.

McClelland’s Need TheoryMcClelland’s Need Theory

•The needs for achievement, affiliation, and power affect behavior.

Approaches to Job DesignApproaches to Job Design

6-5

2. Motivational Approaches2. Motivational Approaches these techniques (job enlargement, job rotation, job enrichment, and job characteristics) attempt to improve employees’ affective and attitudinal reactions and behavioral outcomes.3. Biological and Perceptual- Motor Approaches3. Biological and Perceptual- Motor Approaches Biological techniques focus on reducing employees’ physical strain, effort, fatigue, and health complaints. The Perceptual-Motor Approach emphasizes the reliability of work outcomes by examining error rates, accidents, and workers’ feedback about facilities and equipment.

1. The Mechanistic Approach1. The Mechanistic Approach focuses on identifying the most efficient way to perform a job. Employees are trained and rewarded to perform their jobs accordingly.

Herzberg’s Motivator-Hygiene Herzberg’s Motivator-Hygiene ModelModel

6-6a

Figure 6-2a

No Satisfaction SatisfactionJobs that do not Jobs offeringoffer achievement achievement,recognition, recognition,stimulating work, stimulating work,responsibility, responsibility,and advancement. and advancement.

MotivatorsMotivators

Herzberg’s Motivator-Hygiene Model Herzberg’s Motivator-Hygiene Model (cont.)(cont.)

6-6b

Figure 6-2b

Dissatisfaction No DissatisfactionJobs with poor Jobs with goodcompany policies, company policies,and administration, and administration,technical supervision technical supervision,salary, interpersonal salary, interpersonalrelationships with relationships withsupervisors, and supervisors, andworking conditions. working conditions.

Hygiene FactorsHygiene Factors

6-7

Figure 6-3

Outcomes

*High internal work motivation*High growth satisfaction*High general job satisfaction*High work effectiveness

Criticalpsychological

states

*Experienced meaningfulness of the work*Experienced responsibility for outcomes of the work*Knowledge of the actual results of the work activities

Core jobcharacteristics

*Skill variety*Task identity*Task significance

*Autonomy*Feedback from job

Moderators1. Knowledge and skill2. Growth need strength3. Context satisfactions

The Job Characteristics ModelThe Job Characteristics Model

1.1. Diagnose the level of employee motivation Diagnose the level of employee motivation and job. satisfaction and consider and job. satisfaction and consider redesigning jobs when motivation ranges redesigning jobs when motivation ranges from low to moderate.from low to moderate.

2.2. Determine whether job redesign is Determine whether job redesign is appropriate in a given context.appropriate in a given context.

3.3. Redesign jobs by including employees’ Redesign jobs by including employees’ input.input.

6-8 Skills and Best Practices: Skills and Best Practices: Applying the Job Applying the Job

Characteristics ModelCharacteristics Model

• Need Fulfillment:Need Fulfillment: Satisfaction is based on the extent to which a job satisfies a person’s needs.

• Discrepancies:Discrepancies: Satisfaction is determined by the extent to which an individual receives what he or she expects from a job.

• Value Attainment:Value Attainment: Satisfaction results from the extent to which a job allows fulfillment of one’s work values.

• Equity:Equity: Satisfaction is a function of how “fairly” an individual is treated at work.

• Trait/Genetic Components:Trait/Genetic Components: Satisfaction is partly a function of personal traits and genetic factors.

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Causes of Job SatisfactionCauses of Job Satisfaction

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Table 6-1

Variables RelatedVariables Related Direction ofDirection of Strength ofStrength ofwith Satisfaction with Satisfaction Relationship Relationship RelationshipRelationship

MotivationMotivation Positive Moderate Positive Moderate

Job InvolvementJob Involvement Positive Moderate Positive Moderate

Organizational Citizenship behaviorOrganizational Citizenship behavior Positive Moderate Positive Moderate

Organizational CommitmentOrganizational Commitment Positive Strong Positive Strong

Absenteeism Absenteeism Negative Weak Negative Weak

Tardiness Tardiness Negative Weak Negative Weak

Turnover Turnover Negative Negative ModerateModerate

Heart DiseaseHeart Disease Negative Negative ModerateModerate

Perceived StressPerceived Stress Negative Strong Negative Strong

Pro-Union VotingPro-Union Voting Negative Negative ModerateModerate

Job PerformanceJob Performance Positive Weak Positive Weak

Life SatisfactionLife Satisfaction Positive Positive ModerateModerate

Mental HealthMental Health Positive Positive ModerateModerate

Correlates of Job Correlates of Job SatisfactionSatisfaction

Hypotheses Regarding Work-Hypotheses Regarding Work-Family RelationshipsFamily Relationships

6-12

1.1. Compensation EffectCompensation Effect

2.2. Segmentation Hypothesis Segmentation Hypothesis

3.3. Spillover ModelSpillover Model

4.4. Work-Family ConflictWork-Family Conflict