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CHAPTER 7
MOTIVATION IN ORGANIZATIONS
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FOCUS OF CHAPTER
- What motivates people and why?
- How can this knowledge be put to practical use?
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LEARNING OBJECTIVES
Define motivation and explain its importance in the field of organizational behavior
Describe the motivational-fit approach and what it suggests about how to improve motivation in organizations
Identify and explain the conditions through which goal setting can be used to improve job performance
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LEARNING OBJECTIVES
Describe equity theory and explain how it may be applied to motivating people in organizations
Describe expectancy theory and how it may be applied in organizations
Distinguish among job enlargement, job enrichment, and the job characteristics model as techniques for motivating employees
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MOTIVATION IN ORGANIZATIONS: ITS BASIC NATURE
- Definition: the set of processes that arouse, direct and maintain human behavior toward attaining some goal
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MOTIVATION IN ORGANIZATIONS: ITS BASIC NATURE
- Components of Motivation
- Arousal:
- Direction:
- Maintain:
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MOTIVATION IN ORGANIZATIONS: ITS BASIC NATURE
- Three key points about motivation
- Motivation and job performance are not synonymous
- Motivation is multifaceted
- People are motivated by more than just money
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Five Motivational Models
- MOTIVATING BY
- Enhancing Fit with an Organization
- Setting Goals
- Goal Setting Theory
- Being Equitable
- Equity Theory
- Altering Expectations
- Expectancy Theory
- Structuring Jobs to Make Them Interesting
- Job Characteristics Model
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MOTIVATING BY ENHANCING FIT WITH AN ORGANIZATION
- Def: motivation is enhanced by a good fit between the traits and skills of an individual and the requirements of the jobs s/he performs in an organization
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MOTIVATING BY ENHANCING FIT WITH AN ORGANIZATION
- Motivational Traits and Skills
- Traits
- Achievement
- Anxiety
- Skills
- Emotional Control
- Motivational Control
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MOTIVATING BY ENHANCING FIT WITH AN ORGANIZATION
- Organizational Factors: Enhancing Motivational Fit
- Traits and skills should match requirements of work environment
- Screening
- Training
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MOTIVATING BY SETTING GOALS
- Goal Setting Theory
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MOTIVATING BY SETTING GOALS
- Guidelines for Setting Effective Performance Goals
- Assign specific goals
- Assign difficult, but acceptable performance goals
- Provide feedback concerning goal attainment
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MOTIVATING BY BEING EQUITABLE
- Equity Theory
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- Form of Distributive Justice (chapter 2)
- Perception
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MOTIVATING BY BEING EQUITABLE
- Equity Theory
- Example
- Jack and Ray do same job, same qualifications, same experience, same education, work equally hard with similar hours, etc.
- Jack paid $500/week; Ray is paid $350 week
- Because Jack’s ratio of outcome/contributions is higher than Ray’s, Jack is experiencing overpayment inequity and Ray is experiencing an underpayment inequity
- Ray feels …
- Jack feels …
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MOTIVATING BY BEING EQUITABLE
- Creating Equity
- Behavioral
- Cognitive
- Responding to Inequities on the Job
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- Managerial Implications of Equity Theory
- Avoid underpayment
- Avoid overpayment
- Be Transparent
MOTIVATING BY BEING EQUITABLE
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MOTIVATING BY ALTERING EXPECTATIONS
- Basic Elements of Expectancy Theory
- Motivation is based on
- Expectancy
- Instrumentality
- Valence
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- Other determinants of job performance
- Skills and abilities
- Role Perceptions
- Opportunities to perform one’s job
MOTIVATING BY ALTERING EXPECTATIONS
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MOTIVATING BY ALTERING EXPECTATIONS
- Putting Expectancy Theory to Work: Key managerial implications
- Make it clear that effort will lead to performance
- Administer rewards that provide positive valence to employees
- Clearly link valued rewards and performance
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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING
- Rationale: Jobs can be created to enhance people’s interest in doing them (job design)
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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING
- Job Enlargement and Job Enrichment
- Job Enlargement:
- Job Enrichment:
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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING-continued
- The Job Characteristics Model
- Components of the model
- Skill variety
- Task Identity
- Task Significance
- Autonomy
- Feedback
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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING-continued
- The Job Characteristics Model-continued
- Components of the model—continued
- Effects on psychological states
- Experienced meaningfulness
- Personally responsible and accountable for their work
- Knowledge of the results of their work
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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING-continued
- The Job Characteristics Model-continued
- Does the model apply to everyone
- Effective for individuals who are high in growth need strength
- Putting it all together
- Job Diagnostic Survey
- Evidence for the model
- Research mostly supportive
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MOTIVATING BY STRUCTURING JOBS TO MAKE THEM INTERESTING-continued
- Techniques for Designing Jobs that Motivate: Some Managerial Guidelines
- Combine Tasks
- Open Feedback Channels
- Establish Client Relationships
- Load Jobs Vertically
15 Points
Read the following information. Using the motivational theories from Chapter 7, explain the motivational problems that the Brady Flower Shop may have with its employees due to its policies. When explaining the problem, be sure to name the theory and explain how it applies to the situation. Make recommendations as to how to improve the motivation of the Brady Flower Shop employees. The better answers will use the jargon from the book. You should use at a minimum three different motivation models to answer this question.
The Brady Flower Shop employs two groups of people: flower arrangers and delivery people. Jan has worked as a flower arranger at the Brady Flower Shop for five years, making lovely flower arrangement, for which she receives $10/hour. The Brady Flower Shop is very successful and demand keeps increasing. In order to keep up with demand, Jan has been working on her own time skipping her breaks and lunch, but she never seems to catch up. Mr. Brady (the owner of the business) has noticed that Jan has not been keeping up with demand and explains to Jan that she has to increase her output by 2 flower arrangements per hour. When Jan fails to increase her output by 2 flower arrangements per hour (how could she, she is already working breaks and lunches), Mr. Brady hires a new and inexperienced worker name Marcia who, Jan learns, is also getting a salary of $10/hour. Thereafter Jan’s production drops 10%/week.
In order to keep up with the increased demand, Mr. Brady has changed the compensation system for delivery people from an hourly basis to per delivery. Because the more deliveries made by the delivery person, the more he/she makes, Mr. Brady thought this change in compensation would give the delivery people an incentive to increase their deliveries. The typical delivery person works 40 hours per work. Peter, age 22, is a delivery person at the Brady Flower Shop. Peter has inherited considerable wealth from his late father, which is being kept in a trust fund until Peter turns 45. However, until he turns 45, Peter gets a generous allowance from the trust under the condition that Peter work 30 hours a week. This provision is in the trust, in order according to Peter’s father, “to keep the kid from being a lazy bum.” Although Peter would rather spend his time skiing in the winter and sailing in the summer, Peter needs the job in order to keep his allowance from the trust fund. Because Peter knew he was going to inherit a lot of money, he did not bother getting an education. As such, the Brady Flower Shop is one of the few places that would hire him.
Requirements:
· Format – This assignment should not exceed 2 pages (double spaced, 12 point type, 1 inch margins, Times Roman Font) excluding any title page, references and appendices. I will stop reading and grading at the end of the second page. If you do not follow format requirements, I will reformat by changing the type, margins and the spacing. However, I will not make any other changes to ensure that the page requirement is met. For example, I will not remove extra spacing between paragraphs. I will not make any attempt to calculate how much space footnotes are utilizing. In addition, you with lose 4 points if you fail to follow the formatting instructions. No Exceptions!
· Headings – Use them.
· Submission – The case should be submitted through Canvas. I will not accept assignments in class (the assignment would be late and I do not accept late assignments). I will not accept the assignment through email. The assignment is due November 13, 2018 by 5:55 p.m. (note that this means if you submit your paper 1 second after 5:55p.m., it is late). Late assignments will not be accepted. No Exceptions!
· Grade – Your grade will be based not only on your (1) ability to answer the questions, (2) your written communication skills, and (3) your ability to follow instructions.
· No Collaboration – This is an individual assignment. ANY Collaboration will be considered a Violation of the Code of Conduct and will lead to an “E” in the class.
