Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall6-1 Managing Behavior In Organizations Sixth Edition Jerald Greenberg

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall 6-1

Managing Behavior In Organizations

Sixth Edition

Jerald Greenberg

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall 6-22

Motivating People to Work

Chapter Six

Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall6-3

Learning Objectives

DEFINE motivation and IDENTIFY its fundamental components

EXPLAIN the motivational-fit approach and what it suggests about how to improve motivation in organizations

EXPLAIN how goals may be set to motivate workers to improve their job performance

DESCRIBE equity theory and explain how it may be applied to motivating people in organizations

DESCRIBE expectancy theory and EXPLAIN what is says about how to motivate people on the job

DISTINGUISH among job enlargement, job enrichment, and the job characteristics model as techniques for motivating employees


Three Good Reasons Why You Should Care About . . . Motivation in

Organizations1. Managers typically have a variety of

opportunities to motivate employees by virtue of how they treat them.

2. The more highly motivated employees are, the more positively they respond in several different ways.

3. Jobs can be designed in ways that enhance employees’ motivation to perform them.


What is Motivation?Motivation can be defined as the

process of arousing, directing, and maintaining behavior toward a goal.– Arousal - the energy behind our actions– Direction - the choice of behavior made– Maintenance - an individual’s willingness to

continue to exert effort until a goal is metMotivation is not the same as

performance, but it is an important contributing factor


Three Key Points about Motivation

Motivation and job performance are not synonymous.

Motivation is multifaceted.People are motivated by more than just

money.


What Motivates People to Work?


Motivating by Enhancing Fit

Motivational fit approach - motivation is based on the connection between the qualities of individuals and the requirements of the jobs they perform in their organizations.


Motivating Traits and Skills

Two motivational traits are particularly important:AchievementAnxiety

The most highly motivated employees have high levels of achievement and low levels of anxiety.


Motivating Traits and Skills

Motivational skills - the particular strategies used when attempting to meet objectivesEmotion controlMotivational control

Employees with high levels of emotional control and high levels of motivational control are more successful.


Motivating Workers – Fit Approach

Fit can be enhanced by:Prescreening for desired traits and skillsBuilding motivational skills


Motivating by Setting Goals

Goal setting - striving for, and attaining goals

Goal setting theory - goals motivate for three reasons:Self-efficacyGoal commitmentTask performance


Setting Performance Goals

Guideline for setting performance goals:– Goals should be specific– Goals should be difficult

Vertical stretch goalsHorizontal stretch goals

– Goals should be attainable– Provide feedback on goal attainment


Equity Theory

Equity theory - people are motivated to maintain fair or equitable relationships between themselves and others, and to avoid those relationships that are unfair, or inequitable.

Focus on:– Outcomes - what they get out of their jobs

Pay, fringe benefits, prestige– Inputs - the contributions they make to their jobs

Time worked, effort exerted, units produced

People make equity judgments by comparing their own outcome/input ratios to the outcome/input ratios of others.


Extreme Responses to Inequities

Getting sickGoing on strikeStealing from employersQuitting the job


Managerial ImplicationsAvoid underpaymentAvoid overpaymentBe open and transparent about pay

– Transparency - make information about pay available openly


Expectancy Theory Expectancy theory claims that people will be

motivated to exert effort on the job when they believe that doing so will help them achieve the things they want

Components of motivation:– Expectancy - the belief that one’s effort will affect

performance– Instrumentality - the belief that one’s

performance will be rewarded; pay-for performance plans are an example of instrumentality

– Valence - the perceived value of the expected rewards


Managerial Implications

Expectancy theory suggests that employees can be motivated byAdministering rewards that have positive valence

to employeesCafeteria-style benefit plans

Clearly linking valued rewards to performancePay-for-performance plansIncentive stock option (ISO) plans


Designing Jobs that Motivate

Job design - the process of creating jobs that people are motivated to perform because they are inherently appealing– Job enlargement - giving employees more tasks

to perform at the same levelJobs are changed horizontally

– Job enrichment - giving employees a wider variety of tasks that require higher levels of skills and responsibilityJobs are changed vertically


Job Characteristics Model

The Job Characteristics Model (JCM) identifies how jobs can be designed to help people feel that they are doing meaningful and valuable work.


Basic Elements of JCMSkill variety is the extent to which a job

requires using different skills and talents.Task identity is the degree to which a job

requires doing a whole task from beginning to end.

Task significance is the amount of impact a job is believed to have on others.

Autonomy is the extent to which employees have the freedom and discretion to plan, schedule, and carry out their jobs as desired.

Feedback is the extent to which the job allows people to have information about the effectiveness of their performance.


Other Components of JCMExperienced meaningfulness of the work

the extent to which a job is considered to be highly important, valuable, and worthwhile

Experienced responsibilitythe extent to which employees feel as if they

have control over their work effortsKnowledge of results

the extent to which employees understand how effectively they have performed

Growth need strength - an individual’s need for personal growth and development


Designing Jobs to Motivate

The job characteristics model suggests that: – Each person should perform an entire job rather

than using several workers, each of whom performs a separate part of the job.

– Jobs should be set up so that the person performing a service comes into contact with the recipient of the service.

– Jobs should be designed to give employees as much feedback as possible.

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Copyright © 2013 Pearson Education, Inc., publishing as Prentice Hall6-1 Managing Behavior In Organizations Sixth Edition Jerald Greenberg