Motivation

Announcements

• New Exam time to be scheduled

• Movies

• Merit pay excerise

Motivation and Performance

• Performance= M*A*O• M=motivation:intensity, direction, and

persistence of EFFORT in attaining a goal.• A=ability: Personal resources that can be

applied to attain a goal.• O=opportunity to perform absence of

obstacles and providing support to attain a goal.

Performance: Two types

• Task performance: quantity and quality

• Contextual Performance: Being a team player and good organizational citizen.

• Focus more on Task performance.

• Contextual Performance is mostly related to work attitudes and job satisfaction. (maintenance behaviors).

What motivates People

• Content approaches.

Everyone write down

• Pick the course you are studying long hours for. Why do you spend the length of time to do that.

• Think about your major. Why did you pick your major?

• What is most important reason for working hard.

• Keeping a job in good standing• Promotion• Pay• Recognition from others for doing good

work• Because I like to do what I do.

Be familiar with Maslow’s Needs Hierarchy

• Its widely mentioned.

ERG Theory

• Existence (money and security)

• Relatedness (social recognition and status)

• Growth (job satisfaction)

• Any of these can be important. No order implied.

Also Not in the book

• Extrinsic motivation (those incentives controlled by others such as social status and pay)

• Intrinsic (those incentives that come from doing the work).

Process theories

• Apply the following scenario

• City adult training. You have read the case.

• Assume the problem is a motivational issue. Simple lack of rewards.

Job Characteristics Model (p. 447-49)

• Job Characteristics model is a model of intrinsic motivation. It strives to make the work more meaningful and provide higher levels of job satisfaction.

• Job Satisfaction influences performance.

Personaland WorkOutcomes

Core JobDimensions

CriticalPsychological

States

The Job Characteristics Model

Skill variety

Task identify

Task significance

Experiencedmeaningfulnessof the work

Experiencedresponsibilityfor outcomesof the work

Knowledge of theactual results ofthe work activities

Autonomy

Feedback

High internalwork motivation

High-qualitywork performance

High satisfactionwith the work

Low absenteeismand turnover

Employee GrowthNeed Strength

Characteristics Examples

Skill Variety• High variety The owner-operator of a garage who does electrical repair, rebuilds engines,

does body work, and interacts with customers• Low variety A bodyshop worker who sprays paint eight hours a day

Task Identity• High identity A cabinetmaker who designs a pieces of furniture, selects the wood, builds the

object, and finishes it to perfection• Low identity A worker in a furniture factory who operates a lathe to make table legs

Task Significance• High significance Nursing the sick in a hospital intensive care unit• Low significance Sweeping hospital floors

Autonomy• High autonomy A telephone installer who schedules his or her own work for the day, and

decides on the best techniques for a particular installation• Low autonomy A telephone operator who must handle calls as they come according to a

routine, highly specified procedure

Feedback• High feedback An electronics factory worker who assembles a radio and then tests it to

determine if it operates properly• Low feedback An electronics factory worker who assembles a radio and then routes it to a

quality control inspector who tests and adjusts it

Examples of High and Low Job Characteristics

Less Major Programs—Employee Involvement

• Another name for participative processes (in decision making) that is designed to encourage increased commitment to organization’s success (goals).

• Clear commitment to goals is based on involvement. Felt responsibility if the idea is self-generated.

• This is my company as opposed to I just work here ask someone else.

Employee Participation Happens in many ways

• Committees to set policies

• Supervisors soliciting ideas from subordinates and accepting those ideas.

• Self-managed teams

• Quality circles.

• Focus is on decision making.

• Reason why. • Estimates that over 60% of managerial new

policies regarding employees are discontinued after 1 year. Acceptance of Ideas by subordinates is often important.

• Participation increases acceptance.• Acceptance is related to CONTEXTUAL

PERFORMANCE and not necessarily task performance.

Apply this to City Adult Center

• Employee Involvement

• Job enrichment.

• What would most likely work. What could you do to make this work in Hong Kong.

Announcements

• Final Exam: Thurs. May 16. Using the last class period. There can be no conflicts.

• There will be no changes.

• Charles Ng Case will be presented on May 9. This announcement was made when you signed up.

• Movie about Job Characteristics.• Think about the concepts of skill variety, task

identity, task significance, autonomy, and feedback. • Which are present?• How do the achieve it.• Participation points. • Will collect them individually. Do not help you not

attending classmates or penalties will occur for both.

Extrinsic Motivation Models

• Reinforcement Theory

• Expectancy Theory

• Goal Setting theory

Reinforcement Theory

• Behavior is a function or its consequences (rewards or punishments) See Pages 43-48 of book.

• You have all been exposed to this behavior.

• Shape behaviors. Constantly rewarding the correct behaviors. Punishing inappropriate behaviors.

Research is Clear that Rewards are far more effective than

Punishments.• Yet management does what most

commonly?

• Applications of Reinforcement theory

• OB Mod (p. 47)

• Identifying Critical variable

• Developing baseline data

• Identifying appropriate consequences

• Developing strategy

• Evaluate performance improvement

Examples

• Grocery clerk Check out.

• Safety Records (oil drilling platforms).

• One very specific behavior.

• Apply this to city adult.

• What is the behavior, consequence, strategy.

Most effective in ImplementingHighly specific changes.

• Phone Courtesy as example that could have used this.

Pay Incentives/variable pay

• Piece rate (commission)

• Bonuses

• Profit sharing.

• Really operant conditioning.

Merit Pay exercise

Businesses are using more

• Video

• Why:

• Higher compensation

• Higher motivation. Rewards those who work harder.

• Retention

• Assume city adult training is for profit.

• What would you do? What types of profit sharing would you employ?

Goal Setting

• Goal specificity

• Challenging goals

• Participation in goals

• Feedback

Example with loading logs on trucks

• Clear targets.

• Related to reinforcement theory but goal intentions and commitment are critical.

Similarities between OB Mod and Goal setting

• Measurable and specific goals with numeric outcomes.

• Goal attainment is monitored and feedback.

• Rewards (not required in Goal setting but it does impact it). In classical goal setting feedback is sufficient.

Difference

• Individualized—every employee should have own goals vs goals for all employees.

• Participation in goal setting.

• Setting Difficult goals.

• Goal setting is more process oriented. In monitoring, human relation skills are important. OB Mod is all task oriented.

• How would you apply this to City adult training.

Book Suggests

• Ability and opportunity are important too.• Ability—Selection, training (both on the job

training with feedback and training and development).

• Opportunity—proper tools, proper interpersonal relationships, proper leadership, appropriate rules (individual differences), appropriate organizational structure.

• These are often ignored.

Wrap up

• Different motivation approaches.• Book suggest each has its strengths.• Productivity—goal setting (individual and

groups).• Job enrichment—contextual performance and

organizational wide motivation.• Absenteeism and other specific behaviors

associated with organizational change—reinforcement theory.

• Pay based systems are complex—turnover and motivation. But who quits.

• Pay based (organizational)

• OB mod focuses on groups.

• Reinforcement theory is very individualized.

• Also Leadership style

• Country club—job enrichment

• Goal setting team

• Reinforcement theory– task.

• Middle of the road—a little of each.

• Laissez faire—no motivational efforts.