Lecture 3 -_motivation
-
Upload
uk-higher-education-academy -
Category
Documents
-
view
1.172 -
download
1
Transcript of Lecture 3 -_motivation
Principles of Organisational Behaviour (POB)
Principles of Organisational Behaviour
Theme 1: Individual Level1. Motivation in theory2. Motivating in practice: Job design
Lecture 3
24 January 201123 January 2012
Principles of Organisational Behaviour (POB)
Types of motivation Extrinsic motivation: tangible rewards
Factors external to the individual and unrelated to the task they are performing.
Outside the control of individuals. E.g. Money, rewards, incentives And also threat of punishment
Intrinsic motivation: psychological rewards Internal desires to perform a particular task Related with attribution theory E.g. giving pleasure, developing skills, hobby
23 January 2012
Principles of Organisational Behaviour (POB)
Early Theories Scientific management (F.W.Taylor)
Workers are motivated mainly by pay. This theory links closely with autocratic management style and
Macgregor’s Theory X approach to workers.
Human relations (E. Mayo) Workers are not just concerned with money but could be
better motivated by having their social needs met whilst at work .
This theory links closely with paternalistic style of management.
23 January 2012
Principles of Organisational Behaviour (POB)
Contemporary Theories Content Theory (CT)
focus on the individual needs that activate tensions, which influence satisfaction and behaviour.
emphasis on nature of needs and what motivates
Process Theory (PT) focus on mental process which transform the motive force into
particular patterns of behaviour emphasis on the actual process of motivation
23 January 2012
Principles of Organisational Behaviour (POB)
CTs: 1. Maslow’s hierarchy of needs theory
23 January 2012
Principles of Organisational Behaviour (POB)
3. Alderfer’s ERG theory
Frustration-regression principleAn already satisfied lower-level need becomes reactivated when a higher-level need is frustrated.
23 January 2012
Principles of Organisational Behaviour (POB)
4. McClelland’s achievement theory
need for Achievement
need for Power
need for Affiliation
Desire to do
something better
and be responsible
Desire to control others and influence
behaviour
Desire to establish and maintain friendly and warm relations
23 January 2012
Principles of Organisational Behaviour (POB)
PTs: 1. Expectancy Theory: Vroom’s model Vroom’s model is based on three key variables:
Expectancy: belief that working hard will result in desired level of performance.
Instrumentality: belief that successful performance will be followed by rewards.
Valence: importance that individual places upon the expected outcome. It is the anticipated satisfaction from an outcome.
Therefore, M = E x I x V If either E, I, or V is low, motivation will be low
23 January 2012
Principles of Organisational Behaviour (POB)
These three variable generate three relationships:1. Efforts-Performance relationship: whether there is connection
between effort and their performance (Expectancy) .
2. Performance-Reward Relationship: probability that the performance will lead to valued outcomes/rewards (instrumentality)
3. Reward- personal goal Relationship: expected net value of the outcomes that flow from the effort (valence)
1 2 3
1. Effort-performance relationship2. Performance-reward relationship3.Rewards-personal goals relationship
Individual Effort
Individual performance
Organisational Rewards
Personal Goals
23 January 2012
Principles of Organisational Behaviour (POB)
2. Equity Theory: Adam’s Focuses on people’s feelings of how fairly they have
been treated in comparison with the treatment received by others.
23 January 2012
3. Goal-setting theory: Locke’s Goal-setting theory assumes that the goals set for a person are the source of motivation rather than the needs that prompt people to derive their own goals.
23 January 2012Principles of Organisational Behaviour
(POB)
Job design and motivation Job design is a set of activities that involve alteration of specific jobs or
interdependent system of jobs with the aim of improving the quality of employee job experience and on-the-job productivity
It is concerned with the relationship between workers and the nature and content of jobs and their task functions.
It attempts to meet people’s personal and social needs at work through reorganisation and restructuring of work.
Two main reasons for attention to job design: to enhance the personal satisfaction that people derive from their work to make the best use of people and to help overcome obstacles to their
effective performance.
23 January 2012Principles of Organisational Behaviour
(POB)
Job characteristic model
Experiencedmeaningfulness High internal of the work work motivation
High-quality work performance
Experienced Autonomy responsibility for
outcomes of the work High satisfaction with the work
Knowledge of the Low absenteeism Feedback actual results of the and turnover
work activities
Task identity Task significance
Skill variety
Core job dimension
Critical psychological states
Personal and work outcomes
Employee growth-need strength
(Hackman and Oldham, 1980)
23 January 2012Principles of Organisational Behaviour
(POB)
Motivation: Theory and Practice
Theories Self-respect Social Meaning Feedback Autonomy
Hierarchy of needs
Two factor theory
Alderfer’s ERG theory
Equity theory
Expectancy theory
Goal setting theory
Job design model
23 January 2012Principles of Organisational Behaviour
(POB)
Job redesigning Job enrichmentVertical expansion of jobs
Job enlargementIncreasing the number and variety of tasks
Job rotationPeriodic shifting from one task to another
23 January 2012Principles of Organisational Behaviour
(POB)
Job satisfaction and motivation Job satisfaction is more of an attitude, an internal state associated
with a personal feeling of achievement.
However, necessary to achieve a high level of motivation and performance.
Content theories assumes a direct relationship between job satisfaction and improved performance.
Process theories recognise the importance of wider relationships involving motivation, satisfaction and performance.
Job satisfaction is influenced by various factors such as individual characteristics, social factors, cultural factors, organisational factors, and environmental factors.
23 January 2012Principles of Organisational Behaviour
(POB)