Employee Motivation: Need Theories and Job Design - Prof. Thirwall W. Bonham, Study notes of Organization Behaviour

Download Employee Motivation: Need Theories and Job Design - Prof. Thirwall W. Bonham and more Study notes Organization Behaviour in PDF only on Docsity! Chapter 6 I. Fundamentals of Employee Motivation a. Motivation- those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed. II. Job Performance Model of Motivation a. Terrence Mitchell – OB researcher. Explains how motivation influences job behaviors and performance b. Identifies the cause and consequences of motivation i. PAGE 148 III. Need theories of motivation a. Needs- psychological or physiological deficiencies that arouse behavior i. Maslow’s Need Hierarchy Theory 1. 1943- Abraham Maslow 2. Physiology, safety, love, esteem, self-actualization 3. When one need is met, the next need is revealed 4. Managers should work at satisfying needs that have not yet been revealed b. McClelland’s Need Theory i. David McClelland-late 40s- relationship between needs and behavior 1. Need for achievement- accomplish something difficult. Master, manipulate, organize, physical objects, human beings, or ideas. Do this rapidly and independently a. Achievement oriented people share: i. Preference for situation in which performance is due to their efforts rather than other factors; luck ii. Preference for working on tasks of moderate difficulty iii. Desire more feedback on successes and failures that low achievers 2. Need for affiliation- spend time maintaining social relationships, joining groups, wanting to be loved. Hard time being managers because they worry about being disliked 3. Need for power- desire to influence, coach, teach, encourage others a. Like to work, concerned with discipline and self respect b. Negative- win/lose mentality c. Positive- focus on accomplishing group goals and help employees 4. Three managerial implications a. Adults can be trained to increase achievement motivation, and achievement motivation is correlated with performance, organizations should consider the benefits of providing achievement training for employees. b. Achievement, affiliation, and power needs can be considered during selection process, for better placement. c. Managers should create challenging task assignments or goals because the need for achievement is positively correlated with goal commitment, which, in turn, influences performance IV. Motivating employees through job design a. Job design- changing the content and/or process of a specific job to increase job satisfaction and performance i. Mechanistic- Frederick Taylor 1. Did experiments to find the most efficient ways to perform jobs a. Targets efficiency, flexibility, productivity b. Positive- increase efficiency, productivity c. Negative- job dissatisfaction, poor mental health, high stress ii. Motivational approaches 1. Improve employee job satisfaction and intrinsic motivation. Decrease absenteeism, turnover a. Job enlargement- more variety in worker’s job. Specialized tasks or comparable difficulty. b. Job rotation- moving employees from one specialized job to another. Stimulate interest and give broader perspective c. Job enrichment- building achievement recognition, stimulating work, responsibility, and advancement into a job i. Vertical loading- more responsibilities ii. Frederick Herzberg motivator-hygiene theory iii. Motivators- characteristics associated with job satisfaction iv. Hygiene factors- characteristics associated with job dissatisfaction 1. Job dissatisfaction- context or environment. Company policy, admin, salary, working conditions. v. Satisfaction is not opposite of dissatisfaction; but rather no job satisfaction d. Job characteristics model- Hackman & Oldham. How work can be structured so employees are intrinsically motivated i. Intrinsic motivation- caused by positive internal feelings that are generated by doing well ii. Core job characteristics 1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback iii. Attributes affect how the individual will react to job enrichment iv. Managers enhance employee intrinsic motivation, initiative, creativity, innovation and commitment by increasing core job characteristics v. Negative- reduce quantity of output just as often as it has positive effects vi. Reengineering 1. Wider variety of skills to perform job 2. Downsizing and short-term periods of understaffing