Motivation, Job Satisfaction, and Job Involvement PDF

PSYCHOLOGY & WORK TODAY Motivation, Job Satisfaction, and Job Involvement Chapter 8 LO 1: THEORIES OF MOTIVATION Content theories Focus on the importance of work itself, dealing with the specific needs that motivate and direct beha...

PSYCHOLOGY & WORK TODAY Motivation, Job Satisfaction, and Job Involvement Chapter 8 LO 1: THEORIES OF MOTIVATION Content theories Focus on the importance of work itself, dealing with the specific needs that motivate and direct behavior attempt to describe how various person factors and environmental factors in the integrative framework affect motivation Process theories Deal with the cognitive processes we use in making decisions and choices about our work attempt to describe how various person factors and environmental factors in the integrative  LO 1: CONTENT THEORIES OF MOTIVATION Achievement Needs-hierarchy Motivator-hygiene Job characteristics motivation theory theory (two-factor) theory theory Emphasizes the Human needs Meeting Links specific job need to are arranged in a Motivator needs characteristics accomplish strict hierarchy of produces with something, to importance satisfaction psychological do a good job, Once we satisfy Failure to meet conditions that and to be the our lower-order Hygiene needs lead to greater best needs, we can produces motivation, Three major pay attention to dissatisfaction performance, and characteristics our higher-level satisfaction for of those with high needs employees who need for have a high achievement growth need Want to assume Core job responsibility characteristics: for solving Skill variety problems Task identity Tend to take Task significance calculated risks Autonomy and set Feedback moderate, attainable goals Need continuing LO 2: PROCESS THEORIES OF MOTIVATION Valence- instrumentali Goal-setting ty- theory expectancy theory (VIE) Equity theory  LO 2: PROCESS THEORIES OF MOTIVATION EXPECTANCY THEORY  States that people make choices based on their expectations that certain rewards will follow from certain behaviors  Employees will perform at the level that gives the greatest payoff or benefit  The worth of the reward varies individually  Effort = expectancy x instrumentality x valence  Expectancy  Employees must decide whether they expect job behaviors to have a high probability of leading to a particular outcome  Instrumentality  Employees must determine whether that outcome will be instrumental in leading to other outcomes  Valence  Employees must decide whether those outcomes have sufficient psychological value to motivate them to behave in a certain way  LO 2: PROCESS THEORIES OF MOTIVATION EQUITY THEORY  Work motivation is influenced by our perceptions of fairness of treatment  We calculate the ratio of our outcome to input and compare it with what we believe are the ratios of our co- workers  Experience inequity if we get less than others  In presence of inequity we are motivated to do something to reestablish balance  Three response patterns to inequity  Benevolent  Satisfied when they are under-rewarded compared with co-workers  Equity sensitive  Believe everyone should be fairly rewarded  Entitled  People believe that everything they receive is their just due LO 2: PROCESS THEORIES OF MOTIVATION GOAL-SETTING THEORY  Level of motivation on the job is determined by individual desire to achieve a particular goal  Goal represents what we intend to do at given time in the future  Setting specific and difficult goals can motivate our behavior  Warning: Difficult goals may stimulate our motivation to achieve at the expense of other behaviors, such as helping our colleagues  Individual goal commitment  the strength of our determination to reach our goal  Goal commitment is influenced by  External factors: authority, peer influence, and external rewards  Interactive factors: competition and the opportunity to participate in setting goals  LO 3: JOB SATISFACTION Positive and negative feelings and attitudes about our job People who have positive attitudes toward their work are likely to have positive feelings about their personal and family life There is a positive and reciprocal relationship between job and life satisfaction General life satisfaction may be the more influential Satisfaction with specific job facets varied from 22% (promotion policy) to 58% (interest in work) Only 10 to 13 percent of workers say they are dissatisfied with their jobs Satisfaction varies with industry and type of job LO 4: LOSING YOUR JOB  Job loss is stressful….  Those losing higher level jobs suffer more from unemployment  Personal sense of betrayal  Decrease in organizational commitment among survivors  Finding a new position helps counteract the negative effects unless there is dissatisfaction with the new job  It may help to take a time off to handle the grief before starting a job search  Individuals high in job involvement had increased stress due to job uncertainty, and health problems LO 4: JOB SATISFACTION AND ON-THE-JOB BEHAVIOR There is a positive but weak relationship Research indicates that productivity may increase between satisfaction job satisfaction and productivity High job satisfaction is helpful behaviors directed at customers, co-workers, related to prosocial and supervisors behavior Counterproductive related to dissatisfaction behavior Job satisfaction is absenteeism negatively related to turnover Functional turnover occurs when poor employees Turnover is not always quit their jobs harmful Dysfunctional turnover occurs when good employees quit their jobs LO 5: PERCEIVED PAY EQUITY, MERIT PAY & WAGE- INCENTIVE SYSTEMS Perceived equity or fairness of pay may be more important than the amount We tend to develop personal standards of comparison based on the minimum salary we consider acceptable Perceiv Reflects Equity theory Women and minorities ed Pay generally earn significantly Equity less than white men LO 5: PERCEIVED PAY EQUITY, MERIT PAY & WAGE- INCENTIVE SYSTEMS Merit pay systems pay higher performing workers more than less productive workers Widespread disagreement among managers about the behaviors that should be important in making decisions about pay Supervisors who themselves receive ample pay raises tend to recommend Merit higher raises for subordinates However, supervisors low in self- esteem may also provide high Pay raises for fear of retribution Merit pay seems to work better for those lower in positive affect LO 5: PERCEIVED PAY EQUITY, MERIT PAY & WAGE- INCENTIVE SYSTEMS The primary pay system for production workers The more units produced, the higher the wage Seldom works in practice Many work groups Wage- establish their own production norms, Incenti regardless of the wage- ve incentive Most workers prefer a System straight hourly system  LO 6: JOB INVOLVEMENT & ORGANIZATIONAL COMMITMENT Job involvement is the intensity Organizational commitment of a person’s psychological (OC) is the degree of identification with the job psychological identification with or attachment to the The higher the identification, company the greater is one’s satisfaction Job involvement is related to Components of OC: personal characteristics, job characteristics and social factors Acceptance of organization’s values and goals Older workers and employees Willingness to exert effort for the who work in teams are more organization involved Strong desire to remain affiliated Longer with the tenured employees organization have stronger correlation Those workers with growth between OC and job needs are more involved with performance enriched jobs LO 6: TYPES OF ORGANIZATIONAL COMMITMENT The employee identifies with the Affe organization, accepts its values, and ctiv complies with its demands e or atti Correlates with perceived managerial tudi potential nal Con tinu Employee is bound by extrinsic factors anc e or (“golden handcuffs”) beh avio ral Involves a sense of obligation to the Nor mat employer ive