MOTIVATION & JOB SATISFACTION

WHY MOTIVATION MATTERS

Supervisors get things done through employees and therefore need to know what motivates them Motivation influences productivity We ultimately do not motivate others, we create the conditions where they motivate themselves You can lead a horse to water.

WHY MOTIVATION MATTERS

Most people believe they could give as much as 15 % more effort at work than they do. The top 15 % of workers produce 20-50% more output than the average worker. If companies could get just 3.7% more work out of each employee, GDP would grow $355 billion

DEFINING MOTIVATION
MOTIVATION IS. Anything that provides direction, intensity, and persistence to behavior. A willingness to exert effort toward achieving a goal A necessary but insufficient condition for effective performance. Not the same as job satisfaction

PERFORMANCE

Concerns those behaviors directed toward the organizations goals, products, or services.

EFFECTIVENESS

Involves making judgments about the adequacy of behavior with respect to certain criteria.

It is important to keep in mind that an adequate level of motivation may be a necessary but insufficient condition of effective performance.

JOB SATISFACTION

NOT how hard one works or how well one works. Concerns how much one likes a specific kind of job or work activity.

RELATION OF MOTIVATION AND SATISFACTION

MYTHS ABOUT MOTIVATION

I CAN MOTIVATE PEOPLE MONEY IS A GOOD MOTIVATOR FEAR IS A GREAT MOTIVATOR I KNOW WHAT MOTIVATES ME, SO I KNOW WHAT MOTIVATES OTHERS INCREASED JOB SATISFACTION MEANS INCREASED JOB PERFORMANCE I CANT UNDERSTAND MOTIVATION. ITS TOO COMPLICATED.

WHY KNOW VARIOUS THEORIES OF MOTIVATION

Effective leaders are knowledgeable about different motivational theories and are more likely to choose the right theory for a particular person in a particular situation and therefore have higher-performing and more satisfied employees or clients

NEED THEORIES OF MOTIVATION

Maslows hierarchy of needs

SELF-ACTUALIZATION ESTEEM SOCIAL SAFETY

PHYSIOLOGICAL

NEED THEORIES

Alderfers ERG

People try to satisfy more than one need at a time Frustration at a higher-level need can intensify need to satisfy a lower-level need (frustration regression)

Herzbergs Two-factor Theory

Not satisfied Motivators Hygienes Dissatisfied Not dissatisfied

Satisfied

HERZBERG

OPPOSITE OF SATISFACTION IS NOT DISSATISFACTION IT IS NO SATISFACTION OPPOSITE OF DISSATISFACTION IS NO DISSATISFACTION

IMPLICATIONS OF NEED THEORIES

Start by determining if lower-level needs or hygiene factors are satisfied. These theories lack specificity and predictive power.

INDIVIDUAL DIFFERENCES THEORIES

NEED THEORY ASSUMES EVERYONE SHARES SOME COMMON NEEDS INDIVIDUAL DIFFERENCES THEORY EMPHASIZES HOW PEOPLE DIFFER TO IMPROVE ORGANIZATIONAL PERFORMANCE, HIRE PEOPLE WITH RIGHT ORIENTATION

INDIVIDUAL DIFFERENCES THEORIES

David McClelland & achievement orientation Intrinsic motivation

COGNITIVE THEORIES

Goal-setting Expectancy Theory ProMES

SITUATIONAL THEORIES

JOB CHARACTERISTICS MODEL

Some jobs or tasks are inherently more motivating than others

Complexity of task Variety of task Autonomy of worker

SITUATIONAL THEORIES BEHAVIORISM

POSITIVE REINFORCEMENT
ADMINISTER POSTIVE CONSEQUENCES

NEGATIVE REINFORCEMENT
REMOVE UNPLEASANT CONSEQUENCES

PUNISHMENT
APPLY NEGATIVE CONSEQUENCES

EXTINCTION
NO RESPONSE/CONSEQUENCES

SITUATIONAL THEORIES BEHAVIORISM

NONCONTINGENT REWARDS ARE NOT ASSOCIATED WITH ANY BEHAVIOR PAYCHECK IS A NONCONTINGENT REWARD .

SITUATIONAL THEORIES BEHAVIORISM

Specify what behavior is important Determine what behaviors are now rewarded, punished, ignored. Discover what followers actually see as rewarding or punishing Administer rewards and punishments equitable Go beyond organizational sanctioned options

JOB SATISFACTION

Low satisfaction results in high turnover High turnover has high cost to organization Some turnover is healthy but not dysfunctional turnover

JOB SATISFACTION

GLOBAL SATISFACTION FACET SATISFACTION

JOB SATISFACTION THEORIES

AFFECTIVITY

Negative Affectivity Positive Affectivity

EQUITY THEORY

Comparison of input/outcome ratios

JOB SATISFACTION THEORIES

ORGANIZATIONAL JUSTICE

Interactional justice

Distributive justice
Procedural justice

COGNITIVE THEORIES

GOAL SETTING THEORY

Specific goals Moderately difficult Commitment to follow-through Feedback on progress toward achievement Leaders expectation about goal attainment matter

Pygmalion Effect Golem Effect

EXPECTANCY THEORY

INDIVIDUALS ANALYZE THREE RELATIONSHIPS

EXPECTANCY THEORY
EFFORT
What are my chances of getting the job done if I put forth the effort?

PERFORMANCE REWARD
What are my chances of getting the rewards I value If I satisfactorily complete the job? What rewards do I value?

EFFORTPERFORMANCEVALUE OF PEFORMANCE REWARD REWARDS PROBABILITY PROBABILITY PROBABILITY

EXPECTANCY THEORY

Will I reach my goal?

No matter how hard I try, I cant succeed.

Will I be rewarded?

But the performance appraisal system rewards lots of things besides performance (loyalty, getting along.).

Is the reward attractive?

What I really wanted was a promotion, not a pay raise.