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CA in Dwarka
CA in Dwarka
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What are we going to cover
What is motivation
Nature / characteristics of motivation
Classification of motivation
What are motives
Classification of motives
Theories of Work Motivation
Maslow's theory of need hierarchy
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What are we going to cover
Theories of Work Motivation
Herzberg's two-factor theory
Mc Gregors theory
Vrooms Expectancy theory
Porter Lawler model
Morale - Definition
Relationship with productivity
Morale Indicators
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What is motivation?
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What is motivation?
It can also be defined as a willingness to expend
energy to achieve a goal or a reward. It is a force that
activates dormant energies & sets in motion the
action of people. It is the function that kindles a
burning passion for action among the human beings
of an organisation.
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What is motivation?
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Nature / characteristics of motivation
1. Unending process: human wants keep changing &
increasing.
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Nature / characteristics of motivation
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Classification of motivation
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Classification of motives
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Classification of motives
Primary motives:
Also called physiological / biological / unlearned
motives. 2 criteria for the motive to be primary are
that they should be unlearned & physiological.
General motives:
Are ones which are unlearned but are not
physiologically based.
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Classification of motives
Secondary motives:
These are the most important w.r.t. the study of O.B.
A motive must be learned in order to be a secondary
one.
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Classification of motives
Need for status:
Working for the right company in the right job
Having a degree from the right university
Having the right privileges
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Theories of Work Motivation
Maslow's theory of need hierarchy:
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Theories of Work Motivation
His basic assumptions were:
1. All human needs cannot be satisfied, because, if
one need is satisfied, another arises.
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Theories of Work Motivation
3. Some needs are innate (natural / inherent) eg. the
need for food & water; while some are acquired
from social experiences eg. need for social esteem.
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Theories of Work Motivation
Maslows hierarchy of needs
Self
actualization
needs
Esteem needs
Social needs
Physiological needs
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Theories of Work Motivation
1. Physiological needs:
These are necessary to sustain life. They include food,
water, clothing, shelter.
These needs have the highest potency for motivation.
A person who lacks these will be motivated by these.
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Theories of Work Motivation
2. Safety needs:
When physiological needs are reasonably satisfied,
safety needs begin to manifest themselves.
These needs include protection from physical dangers,
such as fire or accident.
Economic security, security of income against
contingencies such as sickness, injury, non-hostile
working atmosphere are also safety needs.
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Theories of Work Motivation
3. Social needs:
When physiological & safety needs are reasonably
satisfied, social needs become important
motivators.
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Theories of Work Motivation
4. Esteem needs:
When the first three needs are essentially satisfied,
esteem needs become dominant.
The person must feel important & must also receive
recognition from others, as that recognition
supports the feelings of personal worth.
Thus feelings of self-esteem, self-confidence, prestige &
power are produced which are related to
enhancing competence, knowledge &
achievement.
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Theories of Work Motivation
5. Self actualization needs:
At the summit of the hierarchy is the need to realize
ones potentialities so as to satisfy what Maslow
referred to as the desire to become everything
that one is capable of becoming.
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Theories of Work Motivation
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Theories of Work Motivation
3. The order suggested by Maslow may not be
applicable to everybody.
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To be continued ..
Theories of Work Motivation
Herzberg's two-factor theory
Mc Gregors theory
Vrooms Expectancy theory
Porter Lawler model
Morale - Definition
Relationship with productivity
Morale Indicators
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What are we going to cover
Theories of Work Motivation contd.
Herzberg's two-factor theory
Mc Gregors theory
Vrooms Expectancy theory
Porter Lawler model also imp, not written in syll.
Morale - Definition
Effects of Morale
Relationship of morale with productivity
Morale Indicators
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Theories of Work Motivation
Herzberg's two-factor theory:
Frederick Herzberg, in the late 1950s conducted a study
on motivation. He and his associates used semi-
structured interviews to elicit from 200 engineers
& accountants in Pittsburgh area, the factors which
satisfy or dissatisfy the workers.
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Theories of Work Motivation
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Theories of Work Motivation
Motivational factors:
The presence of these factors motivates workers & at
the same time, absence of these does not cause
dissatisfaction.
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Theories of Work Motivation
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Theories of Work Motivation
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Theories of Work Motivation
Managers who accept Theory X assumptions, attempt
to structure, control & closely supervise their
subordinates.
Theory Y:
This theory assumes that people are not by nature lazy
& unreliable. Man can be self-directed & creative at
work, if properly motivated.
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Theories of Work Motivation
Managers who accept this theory, attempt to help their
employees mature, by exposing them to
progressively less control, allowing them to assume
more self-control.
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Theories of Work Motivation
Theory X Theory Y
1. Workers dislike to work
1. Workers feel that work
by themselves. is as natural as play.
2. Workers are not ready2. Workers are ready to
to accept responsibility.
accept responsibility if
proper motivation is
available to them.
3. Workers prefer to be 3. Workers are directed by
directed by others. themselves.
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Theories of Work Motivation
Theory X Theory Y
4. Workers are 4. Workers are ambitious.
unambitious.
5. Workers by nature 5. Workers are ready to
resist change & want cope up with changes.
security.
6. Workers lack creativity 6. Workers have a high
& fail to solve degree of creativity &
organisational problems. succeed in solving
organisational problems.
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Theories of Work Motivation
Theory X Theory Y
7. Focus is on the lower 7. Focus is on both the
level needs of workers i.e. lower level needs & higher
physiological & safety level needs of workers i.e.
social, esteem & self-
actualisation.
8. Strict control is 8. Workers exercise self-
necessary to achieve control & self-direction to
organisational objectives. achieve organisational
objectives.
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Theories of Work Motivation
Theory X Theory Y
9. Authority is not 9. Authority is delegated.
delegated.
10. Autocratic leadership 10. Democratic leadership
is followed. is followed.
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Theories of Work Motivation
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Theories of Work Motivation
Valence is positive when a person prefers attaining the
outcome to not attaining it.
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Theories of Work Motivation
Another major input into the valence is the
instrumentality of the first level outcome in obtaining
a desired second level outcome.
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Theories of Work Motivation
Another important variable is Expectancy. It relates
efforts to first level outcomes; while instrumentality
relates first level & second level outcomes.
So, expectancy is the probability (ranging from 0 to 1)
that a particular action or effort will lead to a
particular first level outcome.
Instrumentality refers to the degree to which a first
level outcome will lead to a desired second level
outcome.
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Theories of Work Motivation
Strength of motivation to perform a certain act will
depend on the algebraic sum of the products of the
valences of outcome (which include instrumentality)
times the expectancies.
Motivational force F:
F = Valence x Expectancy
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Theories of Work Motivation
VIE theory Instrumentalities
Expectancy
Second level
First level outcomes
outcomes
Outcome 1 a
Outcome 1
Outcome 1 b
Motivational
Force F Outcome 2 a
Outcome 2 Outcome 2 b
Outcome 2 c
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Theories of Work Motivation
Eg. of VIE Instrumentalities
theory Expectancy
that the Second level
workers First level outcomes
will achieve outcomes
the orgnal Personal goals
goals Production i.e. money,
standard recognition,
Motivation i.e. the security
Of organisational
workers goal
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Theories of Work Motivation
Direction
Intensity Persistence
Why Rewards Often Fail to Motivate
Too much emphasis on monetary rewards
Rewards lack an appreciation effect
Extensive benefits become entitlements
Counterproductive behavior is rewarded
Too long a delay between performance and
rewards
Too many one-size-fits-all rewards
Use of one-shot rewards with a short-lived
motivational impact
Continued use of demotivating practices
such as layoffs, across-the-board
raises and cuts, and excessive
executive compensation
Contingent Consequences in Operant Conditioning
Nature of Consequences
Social
Safety
Physiological
Herzbergs Two-Factor Theory
Existence Growth
Relatedness
Need for The Theory
Achievement
(nAch) of Needs
Need for
Power
(nPow)
Intrinsic Extrinsic
Motivators Motivators
The Job Characteristics Model
Moderators
1. Knowledge and skill
2. Growth need strength
3. Context satisfactions
Approaches to Job Design
1. The Mechanistic Approach focuses on identifying the
most efficient way to perform a job. Employees are trained
and rewarded to perform their jobs accordingly.
2. Motivational Approaches these techniques (job
enlargement, job rotation, job enrichment, and job
characteristics) attempt to improve employees affective and
attitudinal reactions and behavioral outcomes.
3. Biological and Perceptual- Motor Approaches
Biological techniques focus on reducing employees physical
strain, effort, fatigue, and health complaints. The Perceptual-
Motor Approach emphasizes the reliability of work outcomes
by examining error rates, accidents, and workers feedback
about facilities and equipment.
Skills and Best Practices: Applying the Job
Characteristics Model
Other
Self
$2 $4
= $2 per hour = $2 per hour
1 hour 2 hours
Negative and Positive Inequity (cont)
B. Negative Inequity
Self Other
$2 $3
= $2 per hour = $3 per hour
1 hour 1 hour
Negative and Positive Inequity (cont)
C. Positive Inequity
Other
Self
$3 $2
= $3 per hour = $1 per hour
1 hour 1 hours
Organizational Justice
Distributive Procedural
Justice Justice
Benevolents
Sensitives
Entitleds
Motivation Theories
Are Culture Bound
Equity Theory
Expectancy Theory
1. Effort-performance relationship
Personal
2. Performance-rewards relationship
Goals
3. Rewards-personal goals relationship
Vrooms Expectancy Theory Concepts
Specificity Commitment
Challenge Self-efficacy
Feedback Characteristics
Participation Culture
Insights from Goal-Setting Research
Difficult Goals Lead to Higher Performance.
- Easy goals produce low effort because the goal is too easy to
achieve.
- Impossible goals ultimately lead to lower performance
because people begin to experience failure.
Specific Difficult Goals Lead to Higher Performance for Simple
Rather Than Complex Tasks.
- Goal specificity pertains to the quantifiability of a goal.
- Specific difficult goals impair performance on novel, complex
tasks when employees do not have clear strategies for
solving these types of problems.
Feedback Enhances The Effect of Specific, Difficult Goals.
- Goals and feedback should be used together.
Insights from Goal-Setting Research
(continued)
Participative Goals, Assigned Goals, and Self-Set Goals Are
Equally Effective.
- Managers should set goals by using a contingency approach.
Different methods work in different situations.
Goal Commitment and Monetary Incentives Affect Goal-
Setting Outcomes.
- Difficult goals lead to higher performance when employees
are committed to their goals.
- Difficult goals lead to lower performance when employees
are not committed to their goals.
- Goal based incentives can lead to negative outcomes for
employees in complex, interdependent jobs requiring
cooperation.
Guidelines for Writing SMART
Goals
Specific
Measurable
Attainable
Results oriented
Time bound
An Integrative Model of Motivation
High
nAch
Equity
Ability
Comparison
Opportunity Performance O O
Appraisal Criteria IA IB
Contingent workers
Diversified workforce
Lower
Self
order Actualization
needs
Esteem needs
Social Needs
Safety Needs
Physiological Needs
Few weaknesses
It states that lower level people are able to
satisfy lower order needs and higher level
people are able to satisfy higher order needs
Intrinsic
Performance rewards
Effort (accomplish Satisfaction
-ments)
Extrinsic
rewards
Perceived
Role
effort-reward
perception
probability
Chapter 4
Motivating
Self and Others
Theories of Motivation
1. What is motivation?
2. How do needs motivate people?
3. Are there other ways to motivate people?
4. Do equity and fairness matter?
5. How can rewards and job design motivate
employees?
6. What kinds of mistakes are made in reward
systems?
What is Motivation?
Motivation
The processes that account for an individuals
intensity, direction, and persistence of effort
toward attaining a goal
Theory X and Theory Y
Theory X
Theory Y
Motivators
Intrinsic
Extrinsic
Needs Theories of Motivation
Basic idea:
Individuals have needs that, when unsatisfied, will
result in motivation
Maslows Hierarchy of Needs
Motivation-Hygiene theory
Alderfers ERG theory
McClellands Theory of Needs
Maslows Hierarchy of Needs
Physiological
Safety
Social
Esteem
Self-actualization
Exhibit 4-1
Maslows Hierarchy of Needs
Self-
actualization
Esteem
Social
Safety
Physiological
Herzbergs Motivation-Hygiene Theory
Hygiene factors - necessary, but not sufficient,
for healthy adjustment
Extrinsic factors; context of work
Motivators - the sources of satisfaction
Intrinsic factors; content of work
Comparison of Satisfiers and Dissatisfiers
Effort Performance Link Performance Rewards Link Rewards Personal Goals Link
No matter how much effort My professor does not look There are a lot of wonderful things
I put in, probably not possible like someone who has $1 million I could do with $1 million
to memorize the text in 24 hours
E=0 I=0 V=1
Conclusion: Though I value the reward, I will not be motivated to do this task.
Exhibit 4-6
Steps to Increasing Motivation, Using
Expectancy Theory
Improve the ability of the Increase the individuals belief that Make sure that the reward is
individual to perform performance will lead to reward meaningful to the individual
Make sure employees have skills Observe and recognize performance Ask employees what rewards they
for the task Deliver rewards as promised value
Provide training Indicate to employees how previous Give rewards that are valued
Assign reasonable tasks and goals good performance led to greater
rewards
Goal-Setting Theory
The theory that specific and difficult goals lead to
higher performance.
Goals tell an employee what needs to be done and how much
effort will need to be expended.
Specific hard goals produce a higher level of output than does
the generalized goal of do your best.
How Does Goal Setting Motivate?
Goals:
Direct attention
Regulate effort
Increase persistence
Encourage the development of strategies and
action plans
Directing attention
Source: Adapted from E. A. Locke and G. P. Latham, A Theory of Goal Setting and Task
Performance (Englewood Cliffs, NJ: Prentice Hall, 1980). Reprinted by permission of Edwin A.
Locke.
Cascading
Objectives Divisional
Objectives
Consumer Products Industrial Products
Division Division
Departmental Sales
Objectives
Production Customer Marketing Develop
Service Research
Individual
Objectives
Responses to the Reward System
Equity Theory
Fair Process
Equity Theory
Main points
Individuals compare their job inputs and
outcomes with those of others and then
respond so as to eliminate any inequities.
Equity theory recognizes that individuals are
concerned not only with the absolute amount
of rewards for their efforts, but also with the
relationship of this amount to what others
receive.
Exhibit 4-7 Equity Theory
Person 1
Inequity, underrewarded
Person 2
Person 1
Equity
Person 2
Person 1
Inequity, overrewarded
Person 2
Responses to Inequity
Change Inputs
Change Outcomes
Adjust Perceptions of Self
Adjust Perceptions of Others
Choose a Different Referent
Leave the Field
Fair Process and Treatment
Historically, equity theory focused on:
Distributive justice
However, equity should also consider
Procedural justice
Fair Process and Treatment
Distributive Justice
Procedural Justice
Interactional Justice
Motivators
Intrinsic
Extrinsic
Four Key Rewards to Increase Intrinsic
Motivation
1. Choice
2. Competence
3. Meaningfulness
4. Progress
Exhibit 4-9 Building Blocks for Intrinsic
Rewards
Source: Reprinted with permission of the publisher. From Intrinsic Motivation at Work: Building Energy and
Commitment. Copyright K. Thomas. Berrett-Koehler Publishers Inc., San Francisco, CA. All rights reserved.
www.bkconnection.com.
Variable-Pay Programs
A portion of an employees pay is based on
some individual and/or organizational
measure of performance.
Individual-based
Group-based
Organizational-based
Exhibit 4-11 Comparing Various Pay
Programs
Designing Motivating Jobs
Job Characteristic Model (JCM) is a model that identifies five
core job dimensions and their relationship to personal and
work outcomes.
Job Enrichment
JCM Core Job Dimensions
Skill variety
Task identity
Task significance
Autonomy
Feedback
JCM Critical Psychological States
Experienced meaningfulness
Experienced responsibility for outcomes
Knowledge of the actual results
Exhibit 4-12 Examples of High and
Low Job Characteristics
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Exhibit 4-13 The Job
Characteristics Model
High-quality
Experienced work performance
Autonomy responsibility
for outcomes
High satisfaction
of the work
with the work
Motivating
Self and Others
Motivating Self and Others
Theory X
The assumption that employees dislike work, will attempt
to avoid it, and must be coerced, controlled, or threatened
with punishment if they are to perform.
Theory Y
The assumption that employees like work, are creative,
seek responsibility, and can exercise self-direction and self-
control.
Motivators
Intrinsic
A persons internal desire to do something, due to
such things as interest, challenge, and personal
satisfaction.
Extrinsic
Motivation that comes from outside the person,
such as pay, bonuses, and other tangible rewards.
Needs Theories of Motivation
Basic idea:
Individuals have needs that, when unsatisfied, will
result in motivation
Maslows hierarchy of needs
Herzbergs two factor theory (motivation-hygiene
theory)
Alderfers ERG theory
McClellands theory of needs
Maslows Hierarchy of Needs
Physiological
Includes hunger, thirst, shelter, sex and other
bodily needs
Safety
Includes security and protection from physical
and emotional harm
Social
Includes affection, belongingness, acceptance,
and friendship
Maslows Hierarchy of Needs
Esteem
Includes internal esteem factors such as self-
respect, autonomy, and achievement; and
external esteem factors such as status,
recognition, and attention
Self-actualization
The drive to become what one is capable of
becoming; includes growth, achieving ones
potential, and self-fulfilment
Exhibit 4-1
Maslows Hierarchy of Needs
Self-
actualization
Esteem
Social
Safety
Physiological
Herzbergs Motivation-Hygiene Theory
Hygiene factors - necessary, but not sufficient,
for healthy adjustment
Extrinsic factors; context of work
Company policy and administration
Unhappy relationship with employee's supervisor
Poor interpersonal relations with one's peers
Poor working conditions
Herzbergs Motivation-Hygiene Theory
Traditional view
Dissatisfaction Satisfaction
Herzberg's view
Motivators
No Satisfaction Satisfaction
Hygiene Factors
Dissatisfaction No dissatisfaction
Criticisms of Motivation-Hygiene
Theory
The procedure that Herzberg used is limited by its
methodology
The reliability of Herzbergs methodology is
questioned
Herzberg did not really produce a theory of
motivation
No overall measure of satisfaction was used
The theory is inconsistent with previous research
Alderfers ERG Theory
Existence
Concerned with providing basic material existence
requirements
Relatedness
Desire for maintaining important interpersonal
relationships
Growth
Intrinsic desire for personal development
McClellands Theory of Needs
Need for Achievement
The drive to excel, to achieve in relation to a set of
standards, to strive to succeed
Need for Power
The need to make others behave in a way that they would
not have behaved otherwise
Need for Affiliation
The desire for friendly and close interpersonal
relationships
Exhibit 4-4 Summarizing the Various
Needs Theories
Effort Performance Link Performance Rewards Link Rewards Personal Goals Link
No matter how much effort My professor does not look There are a lot of wonderful things
I put in, probably not possible like someone who has $1 million I could do with $1 million
to memorize the text in 24 hours
E=0 I=0 V=1
Conclusion: Though I value the reward, I will not be motivated to do this task.
Exhibit 4-6
Steps to Increasing Motivation, Using
Expectancy Theory
Improve the ability of the Increase the individuals belief that Make sure that the reward is
individual to perform performance will lead to reward meaningful to the individual
Make sure employees have skills Observe and recognize performance Ask employees what rewards they
for the task Deliver rewards as promised value
Provide training Indicate to employees how previous Give rewards that are valued
Assign reasonable tasks and goals good performance led to greater
rewards
Goal-Setting Theory
The theory that specific and difficult goals lead to
higher performance.
Goals tell an employee what needs to be done and how much
effort will need to be expended.
Specific goals increase performance
Difficult goals, when accepted, result in higher performance than
do easy goals
Feedback leads to higher performance than does nonfeedback.
Specific hard goals produce a higher level of output than does
the generalized goal of do your best.
The specificity of the goal itself acts as an internal stimulus.
Management by Objectives
A program that encompasses
Specific goals
Participative decision-making
Explicit time period
Performance feedback
Responses to the Reward System
Equity Theory
Fair Process
Equity Theory
Main points
Individuals compare their job inputs and
outcomes with those of others and then
respond so as to eliminate any inequities.
Equity theory recognizes that individuals are
concerned not only with the absolute amount
of rewards for their efforts, but also with the
relationship of this amount to what others
receive.
Exhibit 4-7 Equity Theory
Person 1
Inequity, underrewarded
Person 2
Person 1
Equity
Person 2
Person 1
Inequity, overrewarded
Person 2
Equity Comparisons
Self-inside
Self-outside
Other-inside
Other-outside
Responses to Inequity
Change Inputs
Change Outcomes
Adjust Perceptions of Self
Adjust Perceptions of Others
Choose a Different Referent
Leave the Field
Fair Process and Treatment
Historically, equity theory focused on:
Distributive justice
However, equity should also consider
Procedural justice
Fair Process
Distributive Justice
Perceived fairness of the amount and allocation of rewards
among individuals
Procedural Justice
Perceived fairness of the process used to determine the
distribution of rewards
Interactional Justice
The quality of the interpersonal treatment received from
another
Motivating to Show People Matter
Employee Recognition Programs
Programs that use multiple sources and recognizes both
individual and group accomplishments.
Linking Programs and Reinforcement Theory
Consistent with reinforcement theory, rewarding a
behaviour with recognition immediately following that
behaviour is likely to encourage its repetition.
Employee Recognition Programs in Practice
In contrast to most other motivators, recognizing an
employees superior performance often costs little or no
money, making them highly attractive to industry.
Variable Pay Programs
A portion of an employees pay is based on some
individual and/or organizational measure(s) of
performance.
Individual-based
Piece-rate wages, bonuses
Workers are paid a fixed sum for each unit of production
completed.
Group-based
Gainsharing: an incentive plan where improvements in group
productivity determine the total amount of money that is
allocated.
Variable Pay Programs
Organizational-based
Profit-sharing: organization wide programs that distribute
compensation based on some established formula designed
around a companys profitability.
Employee stock ownership plans (ESOPs): company-established
benefit plans in which employees acquire stock as part of their
benefits.
Exhibit 4-8 Comparing Various Pay
Programs
Skill-based Increases the skill levels of Employers may end up paying for
pay employees. unneeded skills.
Increases the flexibility of the Employees may not be able to
workforce. learn some skills, and thus feel
Can reduce the number of demotivated.
employees needed.
Variable-Pay Programs
Linking variable-pay plans and expectancy theory
Evidence supports the importance of this linkage,
especially for operative employees working under piece-
rate systems.
Group and organization wide incentives reinforce and
encourage employees to sublimate personal goals for the
best interests of their department or organization.
Rewards for Other Types of
Performance
Commissions beyond sales
Customer satisfaction and/or sales team outcomes, such as
meeting revenue or profit targets.
Leadership effectiveness
Employee satisfaction, or how the manager handles his or
her employees.
New goals
All employees who contribute to specific organizational
goals, such as customer satisfaction, cycle time, or quality
measures.
Rewards for Other Types of
Performance
Knowledge workers in teams
Performance of knowledge workers and/or professional
employees who work on teams.
Competency and/or skills
Abstract knowledge or competenciesfor example,
knowledge of technology, the international business
context, customer service, or social skills.
Motivating Specific Groups
Professionals
Contingent workers
Low-skilled service workers
Unionized employees
Public sector employees
Motivating Professionals
How are professionals different?
Receive a great deal of intrinsic satisfaction from
their work.
Strong and long-term commitment to their field of
expertise
Well paid/ Chief reward is work itself.
Value support
More focused on work as central life interest.
Motivating Professionals
How do we motivate professionals?
Provide challenging projects
Give them autonomy in follow interests and
structure work.
Reward with educational opportunities.
Recognize their contributions.
Motivating Contingent Workers
No simple solutions to motivating contingent
workers.
Contingent or temporary workers have little or no job
security/stability, therefore they dont identify with the
organization or display the commitment of permanent
employees.
Contingent or temporary workers are typically provided
with little or no health care, pensions, or similar benefits.
Motivating Contingent Workers
Greatest motivating factor is the opportunity
to gain permanent employment.
Motivation is also increased if the employee
sees that the job he or she is doing for the
firm can develop salable skills.
Motivating Low-Skilled Service
Workers
Many 15- to 24-year-olds have McJobs with pay
levels near minimum wage
To motivate
Employees want more respect
Make jobs more appealing
Raise pay levels
Find unusual ways to motivate:
Flexible work schedules
Broader responsibility for inventory, scheduling, and hiring
Creation of a family atmosphere among employees
Motivating Unionized Employees
Constraints of contract affect some forms of rewards
Some unions against pay-for-performance
Additional ideas
Create better work environments
Show appreciation
Provide opportunities for training and advancement
Listen to employees concerns
Motivating Public Sector Employees
Special challenge
Much work is service-oriented, harder to measure
productivity
Hard to link rewards to performance
What to do
Goal setting helps
Goal difficulty and goal specificity help improve
motivation
Exhibit 4-10
Management Reward Follies
Cognitive
Expectancy
Self-fulfillment
Theories of Motivation
Drive Theory
Arousal Theory
Expectancy Theory
Goal-Setting Theory
p. 377
Drive Theory
Biological needs arising within our
bodies create unpleasant states of
arousal
Hunger, thirst, fatigue, etc.
Homeostasis- balanced
physiological state
Motivation is basically a process in
which various biological needs
PUSH us to actions
Drive Theory: An
Overview
Biological need
(need for food, water, oxygen, etc.
Drive state
(hunger, thirst, etc.)
Behaviors that do not reduce drive are weakened Behaviors that reduce drive are strenghtened
Arousal Theory
Optimization NOT
Minimization
Arousal: our general level
of activation
May fluctuate
Biological influences??
Sensation seekers
Yerkes-Dodson law
Yerkes-Dodson law
There is a relationship
between, optimal
performance and the level
of arousal necessary.
Behavior is Expectancy
determined by Theory
expectations (desirable outcomes).
Thoughts about future PULL your
behavior.
Incentives: almost anything we have
learned to value.
Goal-Setting
Wood & Locke(1990)
Specific
Challenging
Attainable
Self-actualization Needs
Need for self-fulfillment
Esteem Needs
Need to develop self-respect, gain the approval of others, and achieve success.
Deficiency needs
(basic needs)
Social Needs
Need to have friends, be loved and appreciated and to belong.
Safety needs
Neesd for feeling safe and secure (in one's life)
Physiological needs
Food, water, oxygen, and SLEEP!!!
Emotions
1.Physiological responses
2.Subjective feelings
3.Expressive reactions
How do we respond?
Cannon Bard
Earliest theory
Simultaneous occurrence .
James Lange
More preferred
Interpretations determine emotions
Facial feedback hypothesis
Why go to scary movies?
Schacter Singer
Two stage theory
Dutton & Aron (1974)
Opponent-Process
Every action has an equal and opposite
reaction
The Emotional Brain
Anterior vs. Posterior
Pleasant Unpleasant
Arousal