Ch. 9

• Motivation


  The internal force that drives a worker to action as well as the external factors that encourage that action
• Ability and Skill


  Determines whether the worker can do the job, but motivation determines whether a worker can do it properly
• Three Individual differences traits most related to work motivation

  • Self-Esteem
  • Intrinsic Motivation
  • Needs for Achievement and Power
• Self-Esteem


  The extent to which a person views himself as valuable and worthy
• Employees high in self-esteem


  Are more motivated and will perform better than employees low in self-esteem
• Consistency Theory


  Employees who feel good about themselves are motivated to perform better at work than employees who do not feel that they are valuable and worthy people
• Employees try to perform at levels consistent with self-esteem is compounded by the fact that employees with low self-esteem tend to underestimate their actual ability and performance
• Chronic Self-Esteem


  Person's overall feeling about himself
• Situational Self-Esteem


  Person's feeling about himself in a particular situation
• Socially Influenced Self-Esteem


  How a person feels about himself on the basis of the expectations of others
• To increase self-esteem


  1. Employees can attend workshops in which they are given insights into their strengths

  2. Experience-with-Success - employee is given a task so easy that he will almost certainly succeed

  3. Self-Fulfilling Prophecy - states that an individual will perform as well or as poorly as he expects to perform

  4. Galatea Effect - the relationship between self-expectations and performance

  5. Train supervisors to communicate a feeling of confidence in an employee

  6. Pygmalion Effect - if an employee feels that the manager has confidence in him, his self-esteem will increase

  7. Golem Effect - occurs when negative expectations of an individual cause a decrease in that individual's actual performance
• Intrinsic Motivation


  They will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task
• Extrinsic Motivation


  They don't particularly enjoy the tasks but are motivated to perform well to receive some type of reward or to avoid negative consequences
• Work Preference Inventory


  Measures the intrinsic and extrinsic motivation
• Need for Achievement


  Employees who have strong need for achievement are motivated by jobs that are challenging and over which they have some control, whereas employees who have minimal achievement needs are more satisfied when jobs involve little challenge and have a high probability of success
• Need for Affiliation


  Employees who have a strong need for affiliation are motivated by jobs in which they can work with and help other people
• Need for Power


  Employees who have strong need for power are motivated by a desire to influence others rather than simply to be successful
• Job Expectations


  A discrepancy between what an employee expected a job to be like and the reality of the job can affect motivation and satisfaction
• When expectations from the job was not met, the employee might feel unmotivated
• Realistic Job Preview


  Really important
• Job Characteristics


  Employees desire jobs that are meaningful, provide them opportunity to be personally responsible for the outcome of their work, and provide them with feedback of the results of their efforts
• Jobs will have motivation potential if they allow employees to use a variety of skills and to connect their efforts to an outcome which has meaning, is useful, or is appreciated by coworkers as well as by others in society
• Maslow's Need Hierarchy


  Employees would be motivated by and satisfied with their jobs at any given point in time if certain needs were met
• Maslow's Need Hierarchy


  • Basic Biological Needs - food, air, water, shelter
  • Safety Needs - physical, psychological, financial
  • Social Needs - interaction with others
  • Ego needs - recognition and success
  • Self-Actualization
• May be too many and that here are actually one two or three levels
• Some people do not progress up the hierarchy
• The next needs do not necessarily become important
• ERG Theory


  Needs theory with three levels: existence, relatedness, and growth
• A person could skip levels
• Jobs in many organizations, advancement to the next level is not possible because of such factors
• Two-Factor Theory


  Could be divided into Hygiene factors and motivators
• Hygiene Factors


  Those job-related elements that result from but do not involve the job itself (pay, security, coworkers, working conditions, company policy, work schedule, supervisors)
• Motivators


  Job elements that do concern actual tasks and duty (responsibility, growth, challenge, stimulation, independence, variety, achievement, control, interesting work)
• Hygiene factor is necessary but not sufficient for job satisfaction and motivation
• Only the presence of both hygiene factors and motivators can bring job satisfaction
• Goal Setting


  Employee is given a goal such as increasing attendance, selling more products, or reducing the number of grammar error in reports
• SMART Goals


  • Specific
  • Measurable
  • Difficult but Attainable
  • Relevant
  • Time-Bound
• Participating in goal setting does not increase performance but employee participation in goal setting increases the commitment to reach the goal
• Feedback


  To increase the effectiveness of goal setting, feedback should be given to employees on their progress in reaching their goals
• Positive feedbacks increases performance rather than negative and controlling