The Relation of Workplace Spirituality with Employee ...
Transcript of The Relation of Workplace Spirituality with Employee ...
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Motivation
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Motivation
• Any influence that triggers, directs or maintains behavior
• Research is based upon different variables that affect motivation• Individual Differences
• Organizational Contexts
• Manager Behaviours
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Content Versus Process Motivation Theories
• Content theories• explain why people have different needs at different times
• Process theories• describe the processes through which needs are translated into behaviour
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Content Versus Process Motivation TheoriesAlderfer’s
ERG TheoryMaslow’s
Need Hierarchy
Self-Actualization
Esteem
Belongingness
Safety
Physiological
Growth
Existence
Herzberg’sTheory
Motivators
Hygienes
Need forAchievement
Need forPower
Need forAffiliation
McClelland’sLearned Needs
Relatedness
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Maslow’s Hierarchy
• Each individual has needs, or feelings of deficiency that drive theirbehavior
• Once a need is satisfied, then it is no longer motivating
• Needs are in a hierarchy that an individual moves up as they satisfylevels of needs
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Practical Implications of Content Theories
• People have different needs at different times
• Offer employees a choice of rewards -a flexible reward system
• Do not rely too heavily on financial rewards• they mainly address lower level needs
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Maslow’s Hierarchy
• Each individual has needs, or feelings of deficiency that drive theirbehavior
• Once a need is satisfied, then it is no longer motivating
• Needs are in a hierarchy that an individual moves up as they satisfylevels of needs
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Maslow’s Hierarchy
Self-Actualization
Esteem
Affiliation
Security
Physiological
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Levels of Needs
• Physiological/Survival needs• Food, Clothing, Shelter, Air
• Security• Feel safe, absence of pain, threat, or illness
• Affiliation• friendship, company, love, belonging
• first clear step up from physical needs
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Need levels (cont.)
• Esteem Needs• self-respect, achievement, recognition, prestige
• cues a persons worth
• Self-Actualization• personal growth, self-fulfillment, realization of full potential
• Where are YOU on the hierarchy???
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Alderfer’s ERG
• Consolidates Maslow into 3 categories
• Existence-physiological and security
• Relatedness-affiliation
• Growth-esteem and self-actualization
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ERG Model of Motivation
Frustration-Regression Satisfaction-Progression
Growth Needs
Relatedness Needs
Existence Needs
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Frustration-Regression
• Differs from Maslow
• When unable to satisfy upper level needs, the individual will revert tosatisfying lower level needs
• Interesting point from research....growth stimulates growth
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McClelland’s Learned Needs
• Needs are acquired through interaction with environment
• Not a higherarchy, but degrees of each type of need or motive
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Types of Needs
• N Ach-motive to meet some standard of excellence or to compete
• N Aff-motive to develop and maintain close and meaningfulrelationships
• N Pow-desire to influence and control others and the environment
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Herzberg’s Two Factor Theory
• Some variable prevent job dissatisfaction and some variables producemotivation
• Hygiene factors-basic needs that will prevent dissatisfaction• light, temperature, pay, parking
• Motivators• when present cause high levels of motivation
• interesting work, advancement, growth, etc.
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Herzberg’s Two Factor TheoryHigh
Motivation
High
Hygienes
Low High
Motivators
Low
Low Motivation
Dissatisfaction
Low Dissatisfaction
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Process Theories
• Reinforcement Theory
• Expectancy
• Equity
• Justice Theory
• Goal Setting
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Types of Reinforcement
• Positive Reinforcement-rewards
• Punishment-Application of a negative outcome
• Negative Reinforcement-removal of negative outcomes whenbehavior is performed
• Extinction-absence of reinforcement (removal of positivereinforcement)
• Drawbacks
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Types of Rewards
• Extrinsic-external rewards such as money, fringe benefits, job security
• Intrinsic-internal satisfaction outcomes from doing work
• Satisfaction-employee’s attitude about work situations
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Equity Theory
• Individuals try to find a balance between their inputs and outputsrelative to a referent other
• However, a referent other is not always present
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Results of Inequity
• Equity-I am being treated fairly
• Under-rewarded-will look to increase rewards, or decrease inputs tomatch rewards
• Over-rewarded-will change referent to match cognitions or increaseinputs
• Leaving and distortion
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Reinforcement Theory
• Behaviors are functions of consequences that they produce
• If a behavior is followed by a pleasant experience it will be repeated
• In order to change behaviors the consequences must be changed
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Over-reward Versus Under-reward Inequity
YouComparison
Other
Outcomes
Inputs
Outcomes
Inputs
Over-rewardInequity
Outcomes
Inputs
Outcomes
Inputs
Under-rewardInequity
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Goal Setting Theory
• Assignment of specific, moderately difficult, and providing feedbackwill provide motivation to work
• Employee participation
• Receive rewards
• Provide competencies for achievement
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High
Task
Pe
rfo
rman
ce
Low Moderate Challenging Impossible
Area ofOptimal
GoalDifficulty
Effect of Goal Difficulty on Performance
Goal Difficulty
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Expectancy Theory
• Combines goal setting and reinforcement theories
• Three questions drive motivation• With effort can I perform?
• With performance, will I be rewarded?
• Do I value the rewards?
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Terms
• Expectancy-belief that effort will lead to performance
• Instrumentality-performance leads to rewards (does performancelevel matter)
• Valence-value of rewards
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Expectancy Theory of Motivation
E-to-PExpectancy
P-to-OExpectancy
Outcomes& Valences
Outcome 1+ or -
Effort Performance
Outcome 3+ or -
Outcome 2+ or -
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Justice Theory
• Procedural Justice - fairness issues concerning the methods,mechanisms, and processes used to determine outcomes
• Distributive Justice - concerns the fairness of outcomes, includesequity theory
• Interactional Justice - concerns the way one is treated informallyduring procedures and distributions
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