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Shanghai J iao Tong Univers i ty
2006-4-10
Tang Weijun (Shanghai Jiao Tong University)
2006 Tang Weijun http://www.drtang.org
ORGNIZATIONAL BEHAVIOUR
Chapter 4: Motivation
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ORGNIZATIONAL BEHAVIOUR
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Tang Weijun
Shanghai Jiao Tong University
E-mail:
URL:http://www.drtang.org/
Contact
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Concepts and learning objectives
Key concepts:
Drivers
Subjective probability
Motivation (as an energizing process)
Motivation (as a decision-making process)
Empowerment
Self-actualization
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Concepts and learning objectives
Key concepts:
Job enrichment
High performance work systems
Expectancy theory
Motive
Valence
Motivating potential score
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Concepts and learning objectives
Learning objectives
Understand different ways in which the term motivationis used.
Understand the nature of motives and motivationprocesses as influences on behaviour.
Use expectancy theory and job enrichment to diagnoseorganizational problems and to recommend solutions.
Explain the renewed interest in this field in the 1990s,with respect to evolving link between organizationstrategy and high performance work systems.
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Motives as goals of human behaviour
Motivation is the internal psychological process of
initiating, energizing, directing and maintaininggoal-directed behaviour.
Intimidation is one way to get somebody to do what youwant them to do.
Motivation is abroad concept which covers individualpreferences for particular forms of action, strength ofresponse, and persistence.
Our behaviour is purposive, and we behave as we dobecause we choose.
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Motives as goals of human behaviour
Motivation is used to refer to:
The goals that people have, or the outcomes they want. The cognitive processes, or decision-making processes,
that lead people to pursue particular outcomes or goalsin the first place.
The social processes through which some individuals tryto change the behaviours of others.
Here: goal-directed behaviour in pursuit of
particular outcomes, cognitive processes thatconcern decision making, or social processes thatinvolve influence attempts.
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Motives as goals of human behaviour
If our motive are innate, then we may be able to do
little to change them. We have a strong need for survival.
Altruism can overcome personal safety needs in
extraordinary circumstances. Biological forces are basic determinants of the
behaviour of most of us, most of the time.
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Drives and motives
Drives are innate, biological determinants of
human behaviour activated by deprivation. Come with the body, and indirectly influence behaviour
Motive are learned needs, which influence ourbehaviour by leading us to pursue particular goals
because they are socially valued. Much of what we do is clearly influenced by the ways of
thinking and behaving typical of the society.
The distinction between drives and motives issummarized in the form of page 71.
Innate cognitive drivers in the form of page 72.
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Maslows need hierarchy
Biological needs.
Safety needs. Affiliation needs. Esteem needs.
The need to know and to understand. Aesthetic needs. Self-actualization needs. The need for transcendence, a spiritual need.
figure in page 73.
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Maslows need hierarchy
The biological and safety needs are essential to
human existence. Self-actualization and transcendence are ultimate
human goals.
Fully satisfied and self-actualized people are rare.
The need hierarchy has 5 interesting properties inpage 74.
How to reach the need hierarchy: figure in page 75.
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Maslows need hierarchy
Maslow did not intend this hierarchy to be regarded
as a rigid description of the development of humanmotivation.
Two main problems:
It is difficult to see how it can predict behaviour.
This psychological theory is more like a socialphilosophy.
Maslows work has been extremely influential, andhas stimulated a lot of further thinking. Mostimportant, it is useful to explain the motives.
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Motives as individual decision-making process
Motivation can also be defined as the cognitive,
decision-making process through which theindividual chooses desired outcomes, and sets inmotion the actions appropriate to their achievement.
Motivation theories are divided into two broad andopposing groups, each dominated by a differentphilosophical perspective on human nature.
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Motives as individual decision-making process
Valence is the degree of preference that an
individual has for a particular outcome. (Noted as V) Subjective probability is the individuals expectation
that particular behaviour will lead to particular
outcomes. (Noted as E) Expectancy theory is a theory of motivation whichargues that the strength or force (Noted as M) ofan individuals motivation to act in a particular way
can be expressed as Expectancy Equation: M=E*V
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Motives as individual decision-making process
Only when both the terms in the expectancy
equation are positive will the motivating force bepositive.
The full calculation thus has to take into account allthe values positive, neutral and negative thatthe individual places on the range of outcomes.
The higher M value should tell us which behaviourthe individual will adopt.
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Motives as individual decision-making process
Expectancy theory suggests how some goals,
through experience, may come to be desirable forthe individual. It has been influential in stimulatingresearch, and in providing a tool for diagnosingand helping to resolve organizational problems.
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The social process of motivating others
Motivation in an organizational setting is a social
process in which some members try to influenceothers, to work harder, work smarter, work moreeffectively.
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Taylors scientific management
Decide on the optimum degree of task
fragmentation. Decide the one best way to perform each part of
the work efficiently. Train employees to carry out these simple and
fragmented tasks precisely in the one best way thathas been identified.
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The advantages of task fragmentation
Employees do not need expensive and time-
consuming training. Specialization in one small task makes employees
very proficient through repetition. Lower pay can be given for such unskilled work. Some of the problems of achieving controlled
performance are simplified.
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The disadvantages of task fragmentation
The worker can be extremely repetitive and boring.
The individuals contribution to the organization ismeaningless and insignificant.
Monotony leads to apathy, dissatisfaction andcarelessness.
The employee develops no skills that might lead topromotion.
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Job enrichment
Job enrichment is a technique for broadening the
experience of work to enhance employee needsatisfaction and to improve work motivation andperformance.
The experience of work can affect the individualsperception of the terms of the expectancy equation.
The design of an individuals job determines boththe kinds of rewards available and what the
individual has to do to get those rewards.
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Job enrichment
Job design can affect the outcomes that the
individual values. The design of jobs can have a significant impact on
the terms of the expectancy equation.
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Job characteristics model
The job characteristic model sets out the links
between the features of jobs, the individualsexperience of those features and the results interms of motivation, satisfaction and performance.
figure in page 87.
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Job characteristics model
Jobs can be analyzed in terms of five core
dimensions: Skill variety
Task identity
Task significance Autonomy
Feedback
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Motivating potential score
The motivating potential score for the particular job
is the result of the following equation, where thevalues of each of the variables have beenmeasured using the Job Diagnostic Questionnaire:
MPS=[(skill variety + task identity + tasksignificance)/3]*autonomy*feedback
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Motivating potential score
Job Diagnostic Questionnaire
This questionnaire asks employees to respond toquestions about aspects of their work, and of theirreactions to it.
For each question, a seven-point scale runs from very
little through moderate variety or autonomy, to verymuch.
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Motivating potential score
The five core dimensions stimulate the three
psychological states critical to high work motivation,job satisfaction and performance.
Experienced meaningfulness.
Experienced responsibility.
Knowledge of results.
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Motivating potential score
How the motivating potential of jobs can be
improved by applying five implementing concepts. Combining tasks.
Forming natural work units.
Establishing client relationships. Vertical loading.
Opening feedback channels.
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Motivating potential score
The events led to satisfaction:
Achievement Advancement
Recognition
Growth
Responsibility
The work itself
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Motivating potential score
The events led to dissatisfaction:
Salary Status
Company policy
Security
Supervision
Working conditions
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Motivating potential score
Herzbergs seven vertical job loading factors toachieve job enrichment. Remove controls
Increase accountability
Created natural work units
Provide direct feedback
Introduce new tasks
Allocate special assignments
Grant additional authority
Written more than applied in practice.
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Empowerment, high performance system
Empowerment is the term given to organizational
arrangements that allow employees moreautonomy, discretion and unsupervised decision-making responsibility.
Automation and intense competition requireemployees to work cooperatively, sharinginformation to solve problems, caring for customersand colleagues.
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Empowerment, high performance system
Maccobys five new social character types:
Expert Helper
Defender
Innovator
Self-developer
form in page 94.
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Empowerment, high performance system
Maccoby considered higher proportion of those
under 40 are self-developers, called the newgeneration. Clear management commitments on responsibilities and
rewards.
Opportunities for expression, challenge and development.
Increased business understanding and involvement.
Teamwork combined with individual growth.
Fair and meaningful rewards.
Reasons, information, to be included, to know why.
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Empowerment, high performance system
A high-performance work system is a form of
organization that operates at levels of excellencefar beyond those of comparable systems. What is a high-performance work system?
Page 96.
Tom Peters argues that traditional kick ass andtake names style of supervision has to change.
The change in the supervisory role has been
described as a transition from policeman to coach.
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The End
THANK YOU!
2006 TANG WeijunShanghai Jiao Tong University
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