BBBA 301 Organizational Behavior - Week 4 Employee Motivation PDF

BBBA 301 ORGANIZATIONAL BEHAVIOR WEEK 4 – EMPLOYEE MOTIVATION SERVICE EXCELLENCE  INTRODUCTION The focus this week is on employee motivation. We will look at the theories of motivation and how to apply them to make work better and more productive. We will d...

BBBA 301 ORGANIZATIONAL BEHAVIOR WEEK 4 – EMPLOYEE MOTIVATION SERVICE EXCELLENCE  INTRODUCTION The focus this week is on employee motivation. We will look at the theories of motivation and how to apply them to make work better and more productive. We will discuss the need and process theories. December 19, 2024 1  WHAT AND WHY OF MOTIVATION Motivation is derived from the word motive. “A motive is an inner state that energies, activates or moves and directs or channels behavior towards goals.” The term motivation is derived from the Latin word movere, meaning “to move motivation describes the psychological processes “that underlie the direction, intensity, and persistence of behavior or thought. Direction pertains to what an individual is attending to at a given time, intensity represents the amount of effort being invested in the activity, and persistence represents for how long that activity is the focus of one’s attention December 19, 2024 1  THE BASIC MOTIVATION PROCESS Motivation is a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that is aimed at a goal or ‘incentive.’ Thus, the process of motivation lies in the meaning of and relationship among needs, drives and incentives. December 19, 2024 1 An Integrated Model of Motivation  TYPES OF MOTIVATION There are two types of motivation: extrinsic and intrinsic. Extrinsic motivation It results from the potential or actual receipt of external rewards. Extrinsic rewards such as recognition, money, or a promotion represent a payoff we receive from others for performing a particular task. Intrinsic motivation It occurs when an individual is inspired by “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 December 19, 2024 1  THEORETICAL FOUNDATIONS OF MOTIVATION The Theories are classified into: Content theories - which identify internal factors such as needs and satisfaction that energizes employee motivation Process theories - which explains the processes by which internal factors and situational factors influence motivation and Reinforcement theories. Motivation has to do with individual’s internal feelings, the total person, and willingness to exert. December 19, 2024 1 December 19, 2024 1  CONTENT THEORIES OF MOTIVATION MASLOW AND MCCLELLAND December 19, 2024 1  MASLOW’S NEED HIERARCHY THEORY OF MOTIVATION The need hierarchy theory is an example of a content theory. It states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self- actualization. Maslow proposed that the five needs are met sequentially and relate to each other in a “prepotent” hierarchy. Prepotent means the current most-pressing need will be met before the next need becomes the most powerful or potent. In other words, Maslow believed human needs generally emerge in a predictable stair-step fashion. December 19, 2024 1 December 19, 2024 1  Content Theory 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  PROCESS THEORIES EQUITY AND EXPECTANCY THEORIES December 19, 2024 1  Equity Theory Equity theory – model of motivation that explains how people strive for fairness and justice in social exchanges or give- and-take relationships  EQUITY THEORY Equity/Justice theory is an example of a process theory. Equity theory explains how people strive for fairness and justice in social exchanges or give-and-take relationships. According to this theory, people are motivated to maintain consistency between their beliefs and their behavior. Perceived inconsistencies create cognitive dissonance (or psychological discomfort), which in turn motivates corrective action. When we feel victimized by unfair social exchanges, the resulting cognitive dissonance prompts us to correct the situation. This can result in a change of attitude or behavior. December 19, 2024 1  ELEMENTS OF EQUITY THEORY Equity theory compares how well you are doing to how well others are doing in similar jobs. Instead of focusing just on what you get out of the job (outputs) or what you put into the job (inputs), equity theory compares your ratio of outputs to inputs to those of others. The key elements of equity theory are outputs, inputs, and a comparison of the ratio of outputs to inputs. Outputs—“What do I perceive that I’m getting out of my job?” Inputs—“What do I perceive that I’m putting into my job?” Comparison—“How does my ratio of outputs to inputs compare with those of relevant others?” December 19, 2024 1  The Individual-Organization Exchange Relationship On the output side the organization provides such things as pay/bonuses, fringe benefits, challenging assignments, job security, promotions, status symbols, recognition, and participation in important decisions.  The Individual-Organization Exchange Relationship An employee’s inputs, for which he expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended, and personal appearance.  Negative and Positive Inequity Negative inequity – Comparison in which another person receives greater outcomes for similar inputs. Positive inequity – Comparison in which another person receives lesser outcomes for similar inputs.  Negative and Positive Inequity Figure 7-1 Equity Theory (Adams 1963)  Practical Lessons from Equity Theory No matter how fair management thinks the organization’s policies, procedures, and reward system are, each employee’s perception of the equity of those factors is what counts. Managers benefit by allowing employees to participate in making decisions about important work outcomes Practical Lessons from Equity Theory Employees should be given the opportunity to appeal decisions that affect their welfare. Managers can promote cooperation and teamwork among group members by treating them equitably  Practical Lessons from Equity Theory Employees’ perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers Managers need to pay attention to the organization’s climate for justice.  ORGANIZATIONAL JUSTICE Organizational justice reflects the extent to which people perceive they are treated fairly at work. This, in turn, led to the identification of three different components of organizational justice: distributive, procedural, and interactional. Distributive justice reflects the perceived fairness of the way resources and rewards are distributed or allocated. Do you think fairness matters when it comes to the size of people’s offices? Procedural justice is the perceived fairness of the process and procedures used to make allocation decisions. Interactional justice describes the “quality of the interpersonal treatment people receive when procedures are implemented.” Interactional justice does not pertain to the outcomes or procedures associated with decision making. Instead it focuses on whether people believe they are treated fairly when decisions are being implemented. December 19, 2024 1  EQUITY THEORY AND ORGANIZATIONAL JUSTICE Though they concentrate on distinct facets, equity theory and justice theory both address fairness in social and organizational situations. While Justice Theory covers more general ideas of fairness in organizational decision-making processes and results, Equity Theory focuses on balancing inputs and outputs in organizational interaction December 19, 2024 27 Implications of Justice perceptions  Vroom’s Expectancy Theory of Motivation Expectancy theory – Holds that people are motivated to behave in ways that produce valued outcomes. Motivation boils down to the decision of how much effort to exert in a specific task situation. Expectancy – represents an individual’s belief that a particular degree of effort will be followed by a particular level of performance. 12/19/24 30  Expectancy The following factors influence an employee’s expectancy perceptions: – Self-esteem. – Self-efficacy. – Previous success at the task. – Help received from others. – Information necessary to complete the task. – Good materials and equipment to work with Using Expectancy Theory to Motivate Employees 12/19/24 32  Managerial and Organizational Implications of Expectancy Theory  SOURCES  Kinicki & Fugate (2018). Chapter 5 & 11 (pdf attached)  Mcshane & Von Glinow (2017). Chapter 1 See the recommended text-books in the course outline for details  Attempt Selected case studies in pdf December 19, 2024 1 December 19, 2024 35