ob-60-ch06-the nature of work motivation

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6-1 ©2005 Prentice Hall

Chapter 6

The Nature of

Work Motivation




Table 6.1 Elements of

Work Motivation

Direction of Behavior

When faced with obstacleshow hard does a person keep

trying to perform achosen behavior successfully?

How hard does a personwork to perform achosen behavior?

Which behaviors does aperson choose to perform

In an organization?

Level of Effort

Level of Persistence




Figure 6.1 The Motivation Equation

Inputs:

EffortTimeEducation

ExperienceSkills

KnowledgeJob behaviors

Performance:QuantityQuality

Level ofcustomer

service

Outcomes:

PayJob security

BenefitsVacation

SatisfactionPleasure




Motivation and Performance

Performance is an evaluation of the results of a

person’s behavior

Motivation is only one factor among many that

contributes to an employee’s job performance

P= F(M+E+O)

– Motivation, Effort, & Opportunity




Motivation

Intrinsic

– actually performing

the behavior – Behavior performed

for its own sake

Extrinsic

– Based on

acquisition ofmaterial or socialrewards or




Theories of Motivation

Need Theory

Expectancy Theory

Equity Theory

Procedural Justice Theory




Maslow’s Hierarchy of Needs

SA

Esteem

Belongingness

Safety

Physiological

Self-Actualization




Table 6.3 Alderfer’s ERG Theory

Need Level Description

Growth Needs Needs for self-

development andproductive work

Relatedness Needs Needs to have goodinterpersonal relations

Existence Needs Basic needs for humansurvival




Need Theories

Maslow’s Hierarchy

of Needs

– 5 universal needs

– Hierarchy ofimportance

– Once satisfied,need no longermotivates

Alderfer’s ERG

Theory

– 3 universal needs

– Hierarchy ofimportance

– Flexible movementamongst levels




Theories of Motivation

Need Theory

Expectancy Theory

Equity Theory





Expectancy Theory

Effort------- Performance ---Rewards

Expectancy

Valence

Instrumentality




Expectancy Theory

Valence

– How desirable is an outcome?

Instrumentality – What is the connection between job

performance and an outcome?

Expectancy – What is the connection between effort

and job performance?




Figure 6.3 Expectancy Theory




Equity Theory

What?

– Compare inputs to outcomes

• Who?

–Inside/outside of occupation

–Inside/outside organization

–Inside/outside of nation




Equity Theory

Inputs

– Special skills

– Training – Education

– Work experience

– Effort on the job

– Time

Outcomes

– Pay

– Fringe benefits – Job satisfaction

– Status

– Opportunities for

advancement – Job security




Equity Theory

Inputs lead to outcomes

Objective level of outcomes does not

determine work motivation Outcome/input ratio compared to ratio of

referent others leads to work motivation




Table 6.4 Conditions of

Equity and Inequity




Ways to Restore Equity

How do you restore equity if inequity is

perceived?





What?

– Perceived fairness of the procedures

used to make decisions about thedistribution of outcomes

– Not the actual distribution of outcomes

Distributive justice

– Actual distribution





Procedural decisions

– How performance levels are evaluated

– How grievances are handled

– How outcomes are distributed





Higher motivation occurs when proceduresused to make decisions are perceived as

fair Factors for determination of fairness

– Interpersonal treatment of employees

– Extent to which managers explain

decisions to employees




Opening Case: Motivating

Employees at SAS Institute How can organizations continue to grow and

have satisfied employees in the hard times as well as the good times?

SAS – the largest privately owned softwarecompany in the world

9,000 employees

1 of the 100 Best Companies to Work for inAmerica and 100 Best Companies for WorkingMothers

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