Organizational behavior 5e by kinichi Chap006KF motivation i needs, job design, and satisfaction

Motivation I: Needs, Job Design, and Satisfaction Chapter Six... After reading the material in this chapter, you should be able to: LO6.4 Review the personal and contextual factors t

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Motivation I:

Needs, Job Design, and Satisfaction

Chapter Six

After reading the material in this chapter,

you should be able to:

LO6.1 Discuss the integrated model of

motivation

LO6.2 Contrast Maslow’s and McClelland’s

need theories

LO6.3 Describe three conceptually different

approaches to job design

After reading the material in this chapter,

you should be able to:

LO6.4 Review the personal and contextual factors

that contribute to employee engagement and its consequences

LO6.5 Discuss the causes and consequences of job satisfaction

LO6.6 Identify the causes of counterproductive work behavior and measures to prevent it

Fundamentals of Employee

Motivation

Motivation

arousal, direction, and persistence of

voluntary actions that are goal directed

An Integrated Model of Motivation

Maslow’s Need Hierarchy Theory

Motivation is a function of five basic needs –

physiological, safety, love, esteem, and

self-actualization

Human needs emerge in a predictable stair-step

fashion

McClelland’s Need Theory

Need for achievement

 Desire to accomplish something difficult.

Need for affiliation

 spend more time maintaining social

relationships, joining groups, and

wanting to be loved

Need for power

 Desire to Influence, coach, teach, or

encourage others to achieve.

McClelland’s Need Theory

Achievement-motivated people share three

common characteristics:

1 Preference for working on tasks of moderate

difficulty

2 Preference for situations in which performance is

due to their efforts

3 Desire more feedback on their successes and

failures

Question?

Rachel has the desire to accomplish something

difficult? This relates to McClelland's need for

A Affiliation

B Achievement

C Power

D Glory

Motivating Employees Through

Job Design

Job Design

 any set of activities that

involve the alteration of

specific jobs or

interdependent systems

of jobs with the intent of

improving the quality of

employee job experience

and their on-the-job

productivity

Top-Down Approaches

Scientific management

conducts a business or affairs by

standards established by facts or truths gained through systematic observation, experiment, or reasoning

 stimulate interest and motivation while

providing employees with a broader

perspective of the organization

Herzberg’s Motivator-Hygiene

Model

Top-Down Approaches:

Job Enrichment

Job enrichment

has the opportunity to experience

achievement, recognition, stimulating

work, responsibility, and advancement

The Job Characteristics Model

The Job Characteristics Model

Intrinsic motivation

to one’s work because of the positive

internal feelings that are generated by

doing well, rather than being dependent

on external factors (such as incentive

pay or compliments from the boss) for

the motivation to work effectively.”

Bottom-Up Approaches

Job crafting

individuals make in the task or relational boundaries of their work”

Forms of Job Crafting

Table 6-1

Idiosyncratic Deals (I-Deals)

Idiosyncratic deals (i-deals)

individuals negotiate for themselves,

taking myriad forms from flexible

schedules to career development.”

Cultivating Employee Engagement

Employee engagement

members’ selves to their work roles; in

engagement, people employ and

express themselves physically,

cognitively, and emotionally during role

performance.”

What Contributes to Employee

Engagement?

PE Fit

and a work environment that occurs

when their characteristics are well

matched.

when completing tasks

What Contributes to Employee

Engagement?

Sense of competence

with doing high-quality work

Sense of progress

something important

Question?

Donna has positive feelings for doing her job

well We would say she:

A.Is satisfied with her job

B.Balances her work and family

C.Is intrinsically motivated

D.Has a proactive personality

Practical Takeaways

Budget resources to measure, track, and respond

to surveys of employee engagement

Consider assessing the individual traits associated with employee engagement during the hiring

process

Practical Takeaways

Top-down approaches to job design can be used

to redesign jobs so that they contain the four

psychological states highlighted by Ken Thomas

Increase engagement levels by relying on job

crafting to create the psychological states

recommended by Thomas

Causes of Job Satisfaction

 Extent to which a job allows fulfillment of

one’s work values

Causes of Job Satisfaction

Equity: satisfaction

is treated at work

Dispositional/Genetic Components

personal traits and genetic factors

Correlates of Job Satisfaction

Table 6-2

Correlates of Job Satisfaction

Organizational commitment

identifies with an organization and is

committed to its goals

Organizational citizenship behavior

work-role requirements

Question?

Denise works at Harvest Hope Food Bank and is

committed to doing all she can to help the

organization fulfill its mission She is high in

Correlates of Job Satisfaction

Counterproductive Work Behavior

Counterproductive work behavior

 represent types of behavior that harm

employees, the organization as a whole, or organizational stakeholders such as

customers and shareholders.

 theft, gossiping, back-stabbing, drug and

alcohol abuse, destroying organizational

property, violence, tardiness, sabotage,

and sexual harassment

Video Case: Motivation Convention

Are people fundamentally different today than in

the past? Why do workers need to be “buttered

up” more today?

What are some different types of incentives

employees are given today to “motivate” them?

What have you received in terms of different

incentives from your employers?

Why is motivating employees so important - do

you think it makes that big of a difference?