Organisational Behaviour

1
Organisational Behaviour

• Lecture 8
• Motivation

2
Motivation LEARNING OUTCOMES

• By the end of the lecture students should be able
  to
• Explain what motivates people to work
• Describe the main features of content and process
  theories of motivation
• Describe techniques for enhancing performance in
  organisations

3
Understanding Motivation

• Why do some of people work hard - probably far
  harder than they need?
• Why do some people not work as hard as they
  reasonably could when they are at work?
• Why are they working below optimum effectiveness?
  Why dont they put in more effort?
• Managers have the task of influencing people to
  apply
• their efforts to attaining organisational
  goals.

4
DEFINITIONS OF MOTIVATION

• The degree to which an individual wants and
• chooses to engage in certain specified
  behaviour.
• Motivation - The energy and commitment a person
  dedicates to a task.
• Motivating - What is done to release the energy
  and commitment in others.
• Performance is a product of motivation, ability
  and
• environment (Mullins 1996,480)

5
NEEDS AND EXPECTATIONS ATWORK

• Extrinsic Motivation - Tangible rewards
• Intrinsic Motivation - Psychological rewards

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Workplace Motivators

• Extrinsic Motivation
• Economic rewards
• Pay, fringe benefits, pension rights, material
  goods and security
• This is an instrumental orientation to work and
  concerned with other things

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Workplace Motivators

• Intrinsic Motivation
• Derived from the nature of the work itself
• Interest in the job
• Personal growth and development
• This is a personal orientation to work and
  concerned with oneself

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Workplace Motivators

• Social relationships
• Friendships/informal groups
• Group working
• Desire for affiliation, status and independence -
  a relational orientation to work and concerned
  with other people
• A persons motivation, job satisfaction and work
• performance will be determined by the comparative
• strength of these sets of needs and expectations
  and
• the extent to which they are fulfilled.

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Motivation Theories

• Satisfaction Theories - a satisfied worker is a
  productive worker. There is little evidence for
  this contention
• Incentive Theories - principle of reinforcement
• Intrinsic Theories - arise from general
  assumptions about human needs along lines
  originally advocated by Maslow

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Motivation Theories

• COGNITIVE THEORIES OF MOTIVATION - TWO
  CONTRASTING APPROACHES
• Content Theories focus on the needs of people
  as the prime impetus for motivated behaviour e.g.
  what particular things motivate people at work
• Process Theories focus on mental processes
  which transform the motive force into particular
  patterns of behaviour e.g. processes and goals
  by which workers are motivated

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CONTENT THEORIES OF MOTIVATION

• Content theories assume that people strive to
  satisfy a
• range of deep-rooted needs this is what is said
  to
• energise behaviour.
• Maslows Hierarchy of Needs Model
• Alderfers Modified Need Hierarchy Model
• Herzbergs Two-Factor Theory
• McClellands Achievement Motivation Theory

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Maslows Hierarchy of Needs

• Based on the assumption that human needs are
  inexhaustible
• A satisfied need is no longer a motivator
• Maslow categorises the needs in ascending order
  physiological, security, affiliation, esteem and
  self-actualisation.
• Gradual emergence of higher-level/higher-order
  needs as lower-level needs become more satisfied
• Relative importance of needs changes during the
  psychological development of the individual

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ALDERFERS ERG THEORY

• Condenses Maslows model into three levels
• Based on core needs of existence, relatedness and
  growth
• Individuals progress through the ERG needs
  hierarchy though Alderfer suggests that it is a
  continuum rather than a hierarchy

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ALDERFERS ERG THEORY

• More than one need may be activated at the same
  time.
• Individuals may progress down the hierarchy.
• If needs are blocked at one level then attention
  will be focused on satisfaction of needs at other
  levels.

15
HERZBERGS TWO-FACTOR THEORY

• Herzberg avoids using the word need and
  maintains
• that in any work situation, you can distinguish
• between two sets of factors.
• Hygiene factors
• features of the work environment which, if
  present, help avoid dissatisfaction with work.
• concerned with job context e.g work environment,
  status, company procedures, quality of
  supervision.
• Can be related roughly to Maslows lower-level
  needs.

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Herzbergs Two-Factor Ttheory

• Motivators
• features of the job itself that people find
  enjoyable and that have a motivational effect.
• Mainly intrinsic in nature e.g. sense of
  achievement, recognition, responsibility.
• can be related to Maslows higher-level needs.

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McCLELLANDS ACHIEVEMENT MOTIVATION THEORY

• Need for affiliation to interact with, and be
  liked by, other people
• Need for power to control the activities of
  other people
• Need for achievement to succeed or excel in
  areas of significance to the person

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McCLELLANDS ACHIEVEMENT MOTIVATION THEORY

• People with a high need for achievement
• have a major preoccupation with succeeding in
  whatever they do
• prefer moderate task difficulty
• want personal and full responsibility for
  performance
• like to receive clear and unambiguous feedback
• tend not to value money for itself but more as a
  symbol of success.

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ENHANCING PERFORMANCE IN ORGANISATIONS

• If a manager is to improve the work of an
• organisation, attention must be given to the
• level of motivation of its members.

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ENHANCING PERFORMANCE IN ORGANISATIONS

• JOB DESIGN is how organisations define and
• structure jobs and can have a positive or a
  negative
• impact on the motivation, performance and job
• satisfaction of those who perform them.
• Job Specialisation e.g. FW TAYLOR. Consequent
  boredom and monotony for workers led to managers
  formulating a new approach.

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ENHANCING PERFORMANCE IN ORGANISATIONS

• Job Rotation systematic rotation of workers
  from one job to another to reduce boredom
• Job Enlargement greater task variety
• Job Enrichment Because rotation and
  enlargement did not have the desired effect, a
  more complex approach was taken i.e. enlargement
  of the job both horizontally and vertically to
  give more responsibility and control to the
  employee

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THE JOB CHARACTERISTICS THEORY (Hackman and
Oldham)

• Three Critical Psychological States
• Experienced meaningfulness of the work
• Experienced responsibility for work outcomes
• Knowledge of results

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THE JOB CHARACTERISTICS THEORY (Hackman and
Oldham)

• Enhancement of the three critical psychological
• states can improve a variety of personal and work
• outcomes
• high internal work motivation
• high quality work performance
• high satisfaction with the work
• low absenteeism and turnover

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ENHANCING PERFORMANCE IN ORGANISATIONS

• Hackman and Oldham suggest that the three
• critical psychological states are triggered by
  five
• characteristics of the job - core job dimensions
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

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ENHANCING PERFORMANCE IN ORGANISATIONS

• PARTICIPATION occurs when employees have a
• voice in decisions about their own work.

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ENHANCING PERFORMANCE IN ORGANISATIONS

• EMPOWERMENT is the process of enabling workers to
  set their own work goals, make decisions, solve
  problems within their spheres of responsibility
  and authority.
• Includes work content, work context and work
• environment.
• Implies more comprehensive involvement than
• Participation e.g. work teams/quality circles,
  de-layering of
• organisation and delegation of power,
  responsibility and
• authority.

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ENHANCING PERFORMANCE IN ORGANISATIONS

• ALTERNATIVE WORK ARRANGEMENTS
• Variable Work Schedules
• Flexible Work Schedules
• Job Sharing
• Telecommuting

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Conclusions

• MOTIVATION AND MONEY
• Money, in the form of pay or some other sort of
  remuneration, is the most obvious extrinsic
  reward.
• Herzberg cast doubts on the effectiveness of
  money as a motivator.
• However, different people have different needs
  and some will be more motivated by money than
  others.

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Conclusions

• Money is a powerful force as it is linked
  directly, or indirectly, to the satisfaction of
  many needs eg survival and security, self-esteem
  and status.
• Financial incentives motivate those people who
• are strongly motivated by money and who expect to
• receive a financial reward for their effort.