2005EHR 6 - MotivationL@G

2005EHR Organisational Behaviour
Lecture: Week 6
Motivation and Work
Copyright Pearson Australia (a division of Pearson Australia Group Pty Ltd) 9781442528550/Robbins/Organisational Behaviour/6th edition
Lecture objectives
1. Outline the motivation process
2. Describe key motivation theories
3. Explain how contemporary theories of motivation
complement each other
4. Discuss ways in which employees can be
motivated by changing the work environment
What Is Motivation?
Motivation
The factors that account for an individuals
intensity, direction, and persistence of effort toward
attaining a goal
Key Elements
Intensity: How hard a person tries
Direction: Toward beneficial goal
Persistence: How long a person tries
Having
Having Little
Little Ambition
Ambition
Theory
Theory XX
Managers
ManagersSee
SeeWorkers
Workersas
as
Disliking
Disliking Work
Work
Avoiding
Avoiding Responsibility
Responsibility
McGregor
Theory
Theory YY
Managers
Managers See
SeeWorkers
Workersas
as
Self-Directed
Self-Directed
Enjoying
Enjoying Work
Work
Accepting
Accepting Responsibility
Responsibility
Hierarchy of Needs Theory (Maslow)

Higher and lower needs
Move up hierarchy in order
Move to next higher level
only when all needs at
current (lower) level are
satisfied
Self-determination theory
People prefer to feel they have control over their
actions so anything that makes a previously
enjoyed task feel more like an obligation than
freely chosen activity will undermine motivation
Providing extrinsic reward for behaviour previously only

intrinsically rewarding tends to decrease overall level of
motivation
May be relevant only to jobs that are neither

extremely dull nor extremely interesting
Herzbergs Two-Factor Theory

Satisfaction and dissatisfaction are not opposites
of same thing - are separate constructs
Hygiene
HygieneFactors:
Factors:
Salary
Salary
Work
WorkConditions
Conditions
Company
CompanyPolicies
Policies
Extrinsic and Related

to Dissatisfaction
Intrinsic and Related to

Satisfaction
Motivators:
Motivators:
Achievement
Achievement
Responsibility
Responsibility
Growth
Growth
Goal-Setting Theory (Edwin Locke)

Basic premise: Specific and difficult goals, with
self-generated feedback, lead to higher
performance
But relationship between goals and performance
will depend on:
'I want to do it & I can do it'

Goal commitment
Task characteristics (simple, well-learned)
National culture
Goals and self-efficacy

Self Efficacy is an individuals feeling that they can
do task
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then respond
to eliminate any inequities
Referent
ReferentComparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
Equity Theory (contd)

Actions to correct inequity
Example
Reduce our inputs
Less organisational citizenship
Increase our outcomes
Ask for pay increase
Increase others inputs
Ask co-worker to work harder
Reduce others outputs
Ask boss to stop giving other

preferred treatment
Change our perceptions
Start thinking that others perks arent

really so valuable
Change comparison other
Compare self to someone closer to

your situation
Leave the field
Quit job
Model of Organisational Justice
Expectancy Theory
All three links must be intact to motivate
Integrating theories of motivation
Applications: Linking Motivation &

Performance
Source: Adapted from M. Blumberg and C.D. Pringle, 'The Missing Opportunity in organizational Research: Some Implications for a Theory of
Work Performance,' Academy of Management Review, October 1982, p. 565.
Applications: Work Design

Job Characteristics Model
Identifies five job characteristics and their
relationship to personal and work outcomes
Characteristics:
Characteristics:
Skill
Skillvariety
varietyhow
howmany
manydifferent
differentskills
skillsare
areused
used
Task
Taskidentity
identitycompletion
completionof
ofwork
workfrom
fromstart
startto
tofinish
finish
Task
Tasksignificance
significanceimpact
impacton
onwork
workor
orlives
livesof
ofothers
others
Autonomy
Autonomydeciding
decidingwork
workprocedures
proceduresand
andscheduling
scheduling
Feedback
Feedbackeffective
effectivecompletion
completionof
ofwork
workisisclear
clear
Job Characteristics Model
Applications: Work Design Practices

Job Rotation
Periodic shifting of workers from one task to another
Job Enlargement
Horizontal expansion of jobs
Job Enrichment
Vertical expansion of jobs
Applications: Performance
management
Key
KeyElements
Elements
1.1. Goal
Goalspecificity
specificity
2.2. Participative
Participativedecision
decision
making
making
3.3. An
Anexplicit
explicittime
timeperiod
period
4.4. Performance
Performancefeedback
feedback
Applications: Rewards
What to pay (internal versus external equity)
How to pay (e.g., piece rate, merit based,
bonuses, profit sharing, gain sharing, ESOPs,
skill-based pay)
What benefits to offer (e.g., flexible benefits)
How to recognise employees
Applications: Recognition
Intrinsic rewards: stimulate intrinsic motivation
Personal attention given to employee
Approval and appreciation for a job well done
Growing in popularity and usage
Benefits & drawbacks
Fulfil employees desire for recognition

Inexpensive to implement
Encourages repetition of desired behaviours
Susceptible to manipulation by management
Applications: Employee Involvement

Theory
TheoryYY
(Believing
(Believing
Employees
EmployeesWant
Want
to
toBe
BeInvolved)
Involved)
Employee
Employee
Involvement
Involvement
Programs
Programs
Two-Factor
Two-Factor
Theory
Theory
((Intrinsic
Intrinsic
Motivation)
Motivation)
ERG
ERGTheory
Theory
Employee
EmployeeNeeds:
Needs:
Existence
Existence
Relatedness
Relatedness
Growth
Growth
Examples of Employee Involvement

Participative management
Workers share significant degree of decision-making

power with immediate superiors
Representative participation
Workers participate in decision making at different

levels through representative employees
Board representative
Staff have (nominated/elected/appointed)

representative on company board
Implications for Managers

Recognise individual differences
Use goals and feedback
Allow employees to participate in decisions that
affect them
Link rewards to performance
Check the system for equity
Next week
Lecture 7
Leadership

2005EHR 6 - MotivationL@G

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2005EHR Organisational Behaviour

Motivation and Work

Hierarchy of Needs Theory (Maslow)

Providing extrinsic reward for behaviour previously only

May be relevant only to jobs that are neither

Herzbergs Two-Factor Theory

Extrinsic and Related

Intrinsic and Related to

Goal-Setting Theory (Edwin Locke)

'I want to do it & I can do it'

Goals and self-efficacy

Equity Theory (contd)

Reduce our inputs

Less organisational citizenship

Increase our outcomes

Ask for pay increase

Increase others inputs

Ask co-worker to work harder

Reduce others outputs

Ask boss to stop giving other

Change our perceptions

Start thinking that others perks arent

Change comparison other

Compare self to someone closer to

Leave the field

Model of Organisational Justice

Integrating theories of motivation

Applications: Linking Motivation &

Applications: Work Design

Job Characteristics Model

Applications: Work Design Practices

Benefits & drawbacks

Fulfil employees desire for recognition

Applications: Employee Involvement

Examples of Employee Involvement

Workers share significant degree of decision-making

Workers participate in decision making at different

Staff have (nominated/elected/appointed)

Implications for Managers

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