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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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2006-4-10 2006 Tang Weijun http://www.drtang.org2

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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Key concepts:

Job enrichment

High performance work systems

Expectancy theory

Motive

Valence

Motivating potential score

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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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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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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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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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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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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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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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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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O G O OU


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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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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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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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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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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The events led to satisfaction:

Achievement Advancement

Recognition

Growth

Responsibility

The work itself


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The events led to dissatisfaction:

Salary Status

Company policy

Security

Supervision

Working conditions


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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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Maccobys five new social character types:

Expert Helper

Defender

Innovator

Self-developer

form in page 94.


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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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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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