Managing People: Psychological Foundations PDF

MANAGING PEOPLE: PSYCHOLOGICAL FOUNDATIONS ‹#› Het begint met een idee  LECTURE 6 MANAGING MOTIVATION AND PERFORMANCE DR. LENA KNAPPERT 2  BASIC MODEL OF PERFORMANCE agent → behavior → performance (how/what)  ...

MANAGING PEOPLE: PSYCHOLOGICAL FOUNDATIONS ‹#› Het begint met een idee  LECTURE 6 MANAGING MOTIVATION AND PERFORMANCE DR. LENA KNAPPERT 2  BASIC MODEL OF PERFORMANCE agent → behavior → performance (how/what)   situation norm The analysis of why performance does (not) comply with a norm will consider: The Person : Was the person able, was (s)he motivated? The Situation : Hindering or stimulating impact of (social) work environment? The Norm/s : Are demands and requirements appropriate?  LEARNING GOALS After this lecture, you should…… ❑ Be familiar with the concept motivation and with several traditional motivation theories ❑ Have a basic understanding of the role of incentives in motivating employees ❑ Recognize several contemporary theories on motivation and be able to distinguish their core differences 4  AGENDA ❑ Introduction to motivation ❑ Content-based theories of motivation ❑ Context-based theories of motivation ❑ Process-based theories of motivation 5 INTRODUCTION TO MOTIVATION  WHY STUDY MOTIVATION? Motivation is relevant for our behavior For managers, motivation is an integral part of performance management Understanding motivation is crucial for all management subfields (e.g., leadership, teams, decision making, change) Research shows that having a motivating/enjoyable job is generally rated as more important than having a well paid job Jobs can be designed in such a way that they simulate motivation 7  MOTIVATION ❑ … describes the psychological processes that underlie direction, intensity, and persistence of behavior - What do you do? - How hard do you do it? - How long do you do it? ❑ … a set of energetic forces that originate within and outside an employee that initiates work-related effort and determines its direction, intensity, and persistence 8 LET’S EXLPORE… YOUR MOTIVATION! WHAT MOTIVATES OTHERS? Mari Kondo Narges Mohammadi Elisabeth Holmes CONTENT THEORIES ON MOTIVATION  EARLY THEORIES ON MOTIVATION 12  MASLOW’S HIERARCHY OF NEEDS 13  EARLY THEORIES ON MOTIVATION ❑ ALDERFER’S ERG THEORY ❑ Extension of Maslow’s theory → Existence, Relatedness, and Growth needs ❑ Multiple needs can be activated simultaneously and change in prominence ❑ Again, though… mixed empirical support ❑ MCCLELLAND’S NEED THEORY ❑ Achievement, Affiliation, and Power ❑ Popular lay theory based on value of extrinsic rewards ❑ HERZBERG’S MOTIVATION-HYGIENE THEORY ❑ Hygiene factors determine dissatisfaction; Motivation factors determine satisfaction → beginning of understanding intrinsic motivation ❑ Empirical support questionable; Two-factor aspect not as clear as portrayed 14  EQUITY THEORY (ADAMS): JUSTICE AS A MOTIVE ❑ Equity compares how well you are doing compared to how well others are doing in similar jobs ❑ Instead of focusing just on what you put in and get out, equity theory also considers the comparison of your input-output ratio to those of others ❑ Important factor: fairness (cf. Organizational Justice Theory) 15  SELF-DETERMINATION THEORY (RYAN & DECI) ❑ Interplay between intrinsic and extrinsic motivational factors ❑ Three basic human needs ❑ Autonomy ❑ Competence/Mastery ❑ Relatedness ❑ Fulfillment of needs → wellbeing, engagement → intrinsic motivation ❑ Hybrid theory of content and process 16  SDT (RYAN & DECI) 17  SDT (RYAN & DECI) ❑ Widely used theory in Business, Management, Psychology, Education ❑ Often used as foundation for job design theories (e.g., JD-R) ❑ Strong empirical support for validity and usefulness of the theory: When needs are met, people perform better, are healthier, more engaged, and more committed (among other outcomes) ❑ Implications for organizations: design jobs in such a way that autonomy, mastery, and connectedness are promoted (e.g., allow space to self-manage, provide feedback and support) 18  EARLY/ CONTENT THEORIES 19 CONTEXT-BASED THEORIES ON MOTIVATION  THE JOB CHARACTERISTICS MODEL ❑ Motivational aspects of work by designing jobs ❑ Hackman & Oldham (1980): job design is the organization of a job’s elements ❑ Job Characteristics Model ❑ Skill Variety ❑ Task Identity ❑ Task Significance ❑ Autonomy ❑ Feedback 21  Critical Personal & Core Job Psychological Work Dimensions States Outcomes Skill Variety Experienced Task Identity meaningfulness High internal work Task Significance of work motivation High-quality work Autonomy Experienced performance responsibility for outcomes of work High satisfaction with the work Feedback Knowledge of the Low absenteeism actual results of and turnover work activities Employee Growth Need Strength 22  JOB DEMANDS-RESOURCES THEORY DEMEROUTI ET AL., 2001; BAKKER & DEMEROUTI, 2014 ❑ “Job resources are those physical, psychological, social, or organizational aspects of the job that are either functional in achieving work goals, reducing job demands, or stimulating personal growth, learning, and development” ❑ e.g., autonomy, social support, opportunities for development ❑ “Job demands refer to those physical, psychological, social, or organizational aspects of the job that require sustained physical and/or psychological (cognitive and emotional) effort or skills and are therefore associated with certain physical and/or psychological costs” ❑ e.g., work pressure, emotional workload, conflict 23  JOB DEMANDS-RESOURCES THEORY Motivational Process Job + Work Resources Engagement Organizational Outcomes Job Demands Burnout + Health Impairment Process 24  JOB DEMANDS-RESOURCES THEORY JOB DEMANDS-RESOURCES THEORY (Demerouti et al., 2001; Bakker & Demerouti, 2014) ❑ JD-R model & SDT: job resources fulfill basic human needs of autonomy, competence, and relatedness (i.e., they are intrinsically motivating) ❑ Demands not always negative! ❑ … as long as they are manageable and buffered by sufficient resources ❑ … challenge demands vs. hindrance demands ❑ … to prevent boreout (demands + resources needed) ❑ JD-R processes related to many outcomes (e.g., performance, satisfaction, health, commitment, absenteeism, job loss) 25 PROCESS-BASED THEORIES ON MOTIVATION  EXPECTANCY THEORY 28  EXPECTANCY THEORY (VROOM) Individual Individual Organizational Personal Goals Effort Performance Rewards Work hard for MPPF Pass the course Course credits Getting BSc BA ❑ Effort – Performance Relationship (expectancy) ❑ Will maximum effort always lead to positive performance appraisals…? ❑ Performance – Rewards Relationship (instrumentality) ❑ Will good performance appraisals always lead to fitting rewards (e.g., PFP)? ❑ Rewards – Goals Relationship (valence) ❑ Will rewards lead to fulfillment of goals (i.e., are rewards attractive)? ❑ Widespread support for predictive value on performance and effort, but…… questionable validity and theory tends to be idealistic 29  GOAL- SETTING THEORY 30  GOAL SETTING THEORY (LOCKE) 31  A POPULAR OFFSRPING OF GST 32  GOAL SETTING THEORY (LOCKE) ❑ Goal → Behavioral Intention → Behavior ❑ People are generally motivated by challenging goals ❑ Focus attention: goal specificity and goal commitment ❑ Energizer & persistence boost ❑ Discover new strategies ❑ Goal setting is definitely effective; types of goals (i.e., participative, assigned, self-set) seem equally effective → contingency approach; effectiveness can vary across cultures 33 IMAGINE… …you are managing a team of 7 How would you motivate them? How would you manage their performance? Which theories do you find most practical?  EXAM TOPICS FROM THIS WEEK Key concept Theory examples Example applications in people management Motivation Self Determination Theory Performance management Job Demands and Resources Training and development Theory Expectancy Theory Goal Setting Theory  REWIND: TODAY’S MAIN POINTS After this lecture, you should…… ❑ Be familiar with the concept motivation and with several traditional motivation theories ❑ Have a basic understanding of the role of incentives in motivating employees ❑ Recognize several contemporary theories on motivation and be able to distinguish their core differences 37