Human Behavior in Organizations

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Human Behavior in Organizations
MGMT 4534 (Monday -Wednesday Sessions)Class 06
How do we motivate people at workDr. James
A. Burrescia
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Class 6 What to expect! (Monday)
Saturday November 19, 2005
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Class 6 What to expect! (Wednesday)
Saturday November 19, 2005
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Motivation in Organizations

• Class 6

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Learning Objectives

• Define motivation and explain its importance in
  the field of organizational behavior.
• Describe need hierarchy theory and what it
  recommends about improving motivation in
  organizations.
• Identify and explain the conditions through which
  goal setting can be used to improve job
  performance.
• Describe distributive justice, procedural
  justice, and interactional justice, and explain
  how they may be applied to motivating people in
  organizations.
• Describe expectancy theory and how it may be
  applied in organizations.
• Distinguish between job enlargement, job
  enrichment, and the job characteristics model as
  techniques for motivating employees.

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Motivation

• The set of processes that arouse, direct, and
  maintain human behavior toward attaining some
  goal.
• Components
• Arousal
• Direction
• Maintenance

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Components of Motivation
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Key Points about Motivation

• Motivation and job performance are not
  synonymous.
• Motivation is multifaceted.
• People are motivated by more than just money.

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Maslows Need Hierarchy Theory

• Specifies that there are five human needs and
  that these are arranged in such a way that lower,
  more basic needs must be satisfied before
  higher-level needs become activated.

• Deficiency Needs
• Physiological
• Safety
• Social
• Growth Needs
• Esteem
• Self-actualization

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Deficiency Needs

• The needs that must be met in order for people to
  develop in a healthy fashion.
• Physiological Fundamental biological drives,
  such as the need for food, air, water, and
  shelter.
• Safety The need for a secure environment and to
  be free from threats of physical or psychological
  harm.
• Social The need to be affiliative that is, to
  have friends, and to be loved and accepted by
  other people.

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Growth Needs

• The needs that must be met in order for a person
  to reach his or her full potential.
• Esteem The need to develop self-respect and to
  gain the approval of others.
• Self-Actualization The need to discover who we
  are and to develop ourselves to the fullest
  potential.

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Alderfers ERG Theory

• An alternative to Maslows need hierarchy theory
  which asserts that there are three basic human
  needs
• Existence Corresponds with Maslows
  physiological and safety needs.
• Relatedness Corresponds with Maslows social
  needs.
• Growth Corresponds with Maslows esteem and
  self-actualization needs.

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Need Theories A Comparison
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Managerial Applications

• Promote a healthy workforce
• Provide financial security
• Provide opportunities to socialize
• Recognize employees accomplishments

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Goal-Setting Theory

• The theory according to which a goal serves as a
  motivator because it causes people to compare
  their present capacity to perform with that
  required to succeed at the goal.
• Related Concepts
• Goal Setting The process of determining
  specific levels of performance for workers to
  attain.
• Self-Efficacy Ones belief about having the
  capacity to perform a task.
• Goal Commitment The degree to which people
  accept and strive to attain goals.

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The Goal-Setting Process
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Setting Effective Goals

• Assign specific goals People perform at higher
  levels when asked to meet a specific
  high-performance goal than when simply asked to
  do their best, or when no goal at all is
  assigned.
• Assign difficult but acceptable goals.
• Provide feedback concerning goal attainment.

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Goal-Setting Effects
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The Importance of Feedback
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Organizational Justice

• Peoples perceptions of fairness in
  organizations, consisting of perceptions of how
  decisions are made regarding the distribution of
  outcomes and the perceived fairness of those
  outcomes themselves.
• Distributive Justice The perceived fairness of
  the way rewards are distributed among people.
• Procedural Justice Perceptions of the fairness
  of the procedures used to determine outcomes.
• Interactional Justice The perceived fairness of
  the interpersonal treatment used to determine
  organizational outcomes.

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Three Types of Justice
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Equity Theory

• The theory stating that people strive to maintain
  ratios of their own outcomes to their own inputs
  that are equal to the outcome/input ratios of
  others with whom they compare themselves.
• Outcomes The rewards employees receive from
  their jobs, such as salary and recognition.
• Inputs Peoples contributions to their jobs,
  such as their experience, qualifications, or the
  amount of time worked.

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Equity Theory

• Overpayment Inequity The condition resulting in
  feelings of guilt, in which the ratio of ones
  outcomes/inputs is more than the corresponding
  ratio of another person with whom that person
  compares himself or herself.
• Underpayment Inequity The condition resulting
  in feelings of anger, in which the ratio of ones
  outcomes/inputs is less than the corresponding
  ratio of another person with whom that person
  compares himself or herself.
• Equitable Payment The state in which one
  persons outcome/input ratio is equivalent to
  that of another person with whom the person
  compares himself or herself.

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Equity Theory
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Reactions to Inequity
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Making Decisions Fairly

• Give people a say in how decisions are made.
• Provide an opportunity for errors to be
  corrected.
• Apply rules and policies consistently.
• Make decisions in an unbiased manner.

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Motivational Tips

• Avoid underpayment.
• Avoid overpayment.
• Give people a voice in decisions affecting them.
• Explain outcomes thoroughly using a socially
  sensitive manner.

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Expectancy Theory

• The theory that asserts that motivation is based
  on peoples beliefs about the probability that
  effort will lead to performance, multiplied by
  the probability that performance will lead to
  reward, multiplied by the perceived value of the
  reward.
• Determinants of motivation
• Expectancy
• Instrumentality
• Valence
• Other Factors

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Determinants of Motivation

• Expectancy The belief that ones efforts will
  positively influence ones performance.
• Instrumentality An individuals beliefs
  regarding the likelihood of being rewarded in
  accord with his or her own level of performance.
• Valence The value a person laces on the rewards
  he or she expects to receive from an
  organization.
• Other Determinants Skills and abilities, Role
  perceptions, opportunities to perform

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Expectancy Theory
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Managerial Applications

• Clarify peoples expectancies that their effort
  will lead to performance.
• Administer rewards that are positively valent to
  employees.
• Clearly link valued rewards and performance.

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Job Design

• An approach to motivation suggesting that jobs
  can be created to enhance peoples interest in
  doing them.
• Job Enlargement The practice of expanding the
  content of a job to include more variety and a
  greater number of tasks at the same level.
• Job Enrichment The practice of giving employees
  a high degree of control over their work, from
  planning and organization, through implementing
  the jobs and evaluating the results.

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Job Enlargement and Enrichment
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The Job Characteristics Model

• An approach to job enrichment that specifies that
  five core job dimensions produce critical
  psychological states that lead to beneficial
  outcomes for individuals and the organization.
• Components of the Model
• Core Job Dimensions
• Motivating Potential Score
• Critical Psychological States
• Growth Need Strength
• Personal and Work Outcomes

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Core Job Dimensions

• Skill Variety The extent to which a job
  requires a number of different activities using
  several of the employees skills and talents.
• Task Identity The extent to which a job
  requires completing a whole piece of work from
  beginning to end.
• Task Significance The degree of impact the job
  is believed to have on others.
• Autonomy The extent to which employees have the
  freedom and discretion to plan, schedule, and
  carry out their jobs as desired.
• Feedback The extent to which the job allows
  people to have information about the
  effectiveness of their performance.

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Motivating Potential Score

• A mathematical index describing the degree to
  which a job is designed so as to motivate people,
  as suggested by the job characteristics model.
  It is computed on the basis of a questionnaire
  known as the Job Diagnostic Survey (JDS).
• The lower the MPS, the more the job may stand to
  benefit from redesign.

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Critical Psychological States

• Experienced meaningfulness of the work.
• Experienced responsibility for outcomes of the
  work.
• Knowledge of the actual results of the work
  activities.
• These effects are moderated by an individuals
  growth need strength
• The personality variable describing the extent to
  which people have a high need for personal growth
  and development on the job.
• The JCM best describes people high in growth need
  strength.

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The Job Characteristics Model
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Enriching Jobs