Professional Documents
Culture Documents
Motivation at Work
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.2
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.3
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.4
12 human needs
Family
Health and well-being
Work/career
Economic
Learning
Home/shelter
Social relationships
Spirituality
Community
Leisure
Mobility and
environment/safety
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.5
motives
According to Loscocco (1989), every
working person has a certain order of
priorities with regard to what she or he
seeks from work.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.6
Economic benefits
Contribute to society
Status
Self-respect
Structures the passage of time
Helps ward off depressing thoughts and feelings
Provides scope for personal achievement
Tests and affirms our personal competences
It must be noted that the worker productivity is affected
by the specific motives for coming to work.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.7
Figure 7.2
Slide 7.8
Comfort
Structure
Relationships
Recognition
Power
Autonomy, Creativity, Growth
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.9
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.10
Trends in aspiration
levels
perceived probability
of success
habits
other wants & actions
the structure of action
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.11
Slide 7.12
To work harder?
To be flexible about the job?
To be loyal employees?
To be committed employees?
To learn new skills?
To be part of a group?
To abandon old skills?
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.13
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.14
Mullins (1992)
Mullins (1992) defined motivation as the direction and
persistence of action. He stated that the driving force of
motivation is towards the satisfaction of certain needs
and expectations.
Other researchers such as Nicholson et al. (1995) refers
motivation to a dynamic, internal state resulting from the
independent and joint influences of continuous interplay
between personal, situational, and organizational factors.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.15
Motivation: Definitions
What energizes behavior, what directs behavior, and how this behavior is
sustained (Steers & Porter, 1991)
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.16
Caution!
The complexity of the interacting variables
listed needs to be recognised.
In practice this is represented in a simple
model of needs and expectations at work.
- intrinsic satisfaction
- economic rewards
- social relationships
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.17
MOTIVATION
Motivation is getting people to do willingly
and well those things which have to be
done. In other words, it is a force that
energizes and sustains behaviour towards
a goal. Motivation is important in any job if
people are to give in their best.
Motivation is the degree to which an
individual wants and chooses to engage in
certain specified behaviours
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.18
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.19
Multifaceted
Individual
differences
Variable motivational
state
Slide 7.20
SIGNS OF MOTIVATION
High performance and results being
consistently achieved
There is energy, enthusiasm and
determination to succeed.
Cooperation in overcoming problems
Willingness of individuals to accept
responsibility.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.21
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.22
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.23
Motivation
Self Confidence
(feelings and emotions)
Performance
Ability
(level of knowledge and skill)
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.24
Figure 7.1
Slide 7.25
1. Employee
identifies
needs.
6. Employee
reassesses
need
deficiencies.
2. Employee
searches for
ways to satisfy
these needs.
3. Employee
selects goaldirected
behaviors.
5. Employee
receives either
rewards or
punishments.
4. Employee
performs.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.26
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.27
Attachment / affiliation
the need for engagement and sharing, a feeling of
community and a sense of belonging.
Exploration / assertion
the ability to play and work, a sense of fun and
enjoyment, the need for self-assertion and the
ability to choose.
Kets de Vries
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.28
Economic rewards
such as pay, fringe benefits, pension rights, security
(instrumental orientation and other things).(
Intrinsic satisfaction
derived from the nature of work itself (personal
orientation to work and concerned with ones self).
Social relationships
such as friendships, group working, status and
dependency (relational orientation concerned with
other people).
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.29
Slide 7.30
Figure 7.3
Slide 7.31
Constructive behaviour
A positive reaction to the blockage of
desired goal and can take the form of
Problem solving-removal of the barrier
Restructuring or compromise-substitute
alternative goal.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.32
Negative responses
Frustration
is a negative response to blockage of desired goals and
results in defensive form of behaviour such as:
Aggression
-physical or verbal attack/Displaced aggression-easier or
safer person to turn frustration on
Regression
- reverting to primitive or childish behaviour such as
sulking, crying, tantrums etc.
Fixation continue action with no results
Withdrawal apathy, giving up or resigning-absenteeism, sickness,
coming late , leaving early.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.33
Slide 7.34
Participative styles of
management
Attempting to understand
the individuals perception
of the situation
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.35
Money as a motivator
F.W. Taylor and the rational economic concept of
motivation saw money as the main motivator
If the 1980s were all about money in more recent years
time has become the new money, and quality-of-life
issues have come to the fore. Benefits that replenish the
psychological contract are becoming the most valuable.
So holiday arrangements, career breaks and potential for
flexible hours and homeworking are now on the agenda.
Saunders
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.36
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.37
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.38
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.39
Slide 7.40
what
Process theories:
how
Theories numerous
Content theories based on psychological needs
(Maslow, Herzberg, Alderfer)
Process theories explaining how the motivational drive
is activated (expectancy theory, equity theory)
Information theories based on how situational
information is processed. (note that to date no coherent
body of theory so still unconclucive)
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.41
Schools of Thought
How motivation works
Emphasis on what
motivates
Static
Emphasis on process
Dynamic
Content
Process
Behavioural
Cognitive
Focus on behaviour
Responses to stimuli
Consciousness / Rationality
Goals & behaviour
known & calculable
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.42
Figure 7.4
Slide 7.43
Theories(what
causes them to divert efforts
towards certain kinds of
desired outcome)
Process Theories-how
people become
motivated)
Main theorists include:
Vroom
Porter and Lawler
Adams
Locke
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.44
MOTIVATION THEORIES-MASLOWS
Abraham Maslow thinking was centered round a hierarchy of
needs. It operates in a ascending order. As one need
becomes satisfied, the next ascending need uncovers.
Slide 7.45
Safety Needs
Physiological Needs
The deficit
principle
The prepotency
principle
The progression
principle
The need
structure is openended
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.46
Assumptions of Maslows
Needs Hierarchy
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.47
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.48
Table 7.1
Source: Steers, R. M. and Porter, L. W., Motivation and Work Behaviour, Fifth Edition, McGraw-Hill (1991), p. 35
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.49
Table 7.1
Source: Steers, R. M. and Porter, L. W., Motivation and Work Behaviour, Fifth Edition, McGraw-Hill (1991), p. 35
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.50
Slide 7.51
Relatedness needs
concerned with relationships to the social environment
and covers love or belonging, affiliation, and
meaningful interpersonal relationships.
Growth needs
concerned with the development of potential and
covers self-esteem and self-actualisation.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.52
FREDERICK HERZBERG
Frederick Herzberg and his
associates conducted research based
on the interview of 200 engineers and
accountants working in 11 different
firms to come out with the hygiene
factors and motivational factors. The
hygiene factors are related to the
work environment and are external to
the job.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.53
Figure 7.6
Slide 7.54
Hygiene factors
Salary, company policy and administration
Job security, working conditions, personal
life
Status , technical supervision, inter
personal relationships
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.55
th
Slide 7.56
MOTIVATIONAL FACTORS
Job security
Feeling of achievement
Recognition
Responsibility
Advancement
Opportunity for growth
Challenging task.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.57
FREDERICK HERZBERG
APPROACH TO MOTIVATION
Slide 7.58
Table 7.2
Slide 7.59
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th
Slide 7.61
th
Slide 7.62
McClellands achievement
motivation theory
McClellands work investigated the relation between hunger needs
and extent to which imagery of food dominated thought processes.
He later identified four main arousal-based, and socially developed
motives:
Identified four arousal-based and socially developed motives,
namely:
Achievement motive
Power motive
Affiliative motive
Avoidance motive
The first three are roughly similar to Maslows upper three needs of
love,esteem and self-actualisation.
Difference exists between individuals and between occupations
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.63
Power motive
Affiliation motive
Establish, maintain, and restore close personal relationships with
others
Achievement motive
Compete against a standard of excellence or provide a unique
contribution
63
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.64
Slide 7.65
McClellands achievement
motivation theory
Use of Thematic Apperception Tests (TAT)
in research (subjective but high validity)
Used to gauge an individuals motivation.
Show a number of pictures of activities
Look(10-15mins)
Describe what is happening, what the
characters are thinking and what situation
has led to that. Eg. below
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.66
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.67
Slide 7.68
Characteristics of achievement
motivation
McClelland suggests the need for achievement can
be developed through four steps of training:
Striving to attain feedback on performance, reinforcing
of success which strengthens the desire to perform.
Developing models of achievement by seeking to
emulate people who have performed well.
Attempting to modify self-image and to see themselves
as needing challenges and success.
Controlling daydreaming and thinking about themselves
in more positive terms.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.69
th
Slide 7.70
Cognitive Theory
Cognitive evaluation theory proposes that the
allocation of extrinsic rewards for behaviour that had
been previously intrinsically rewarding tends to
decrease the overall level of motivation. The argument
is that when performance is rewarded extrinsically the
intrinsic value that the performer has is reduced. This
theory is of little value to those whose work does not involve
factors that will foster intrinsic interest such as low-pay jobs.
Expectancy theory - Victor Vroom
Expectancy theory - Porter and Lawler
Goal setting theory - Latham and Locke
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.71
Adams
Equity theory
Locke
Goal theory
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.72
--
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.73
Figure 7.7
Slide 7.74
Slide 7.75
Motivational force
Motivation is the sum of the products of the
valences of all outcomes, multiplied by the
strength of expectancies that action will
result in the achievement of these
outcomes.
n
M = E V
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.76
Figure 7.8
Slide 7.77
Second-level Outcomes
Self-confidence
Effort
Attend class
Study
Take notes
Prepare for
exams
Performance:
Grade in Class
Self-esteem
A B C D F
Personal happiness
Overall GPA
Expectancy
Approval of others
Instrumentality
Respect of others
Source: Cron, Wm.L., Slocum, J.W., and VandeWalle, D. The role of goal orientation
following performance feedback. Journal of Applied Psychology, 2001, 86, 629-640.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.78
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.79
Figure 7.9
Source: From Porter, I. W. and Lawler, E. E., Managerial Attitudes and Performance. Copyright Richard D. Irwin Inc. (1968) p. 165
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.80
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.81
Implications of expectancy
theories
Managers need to
Use rewards appropriate in terms of individual
performance.
Attempt to establish clear relationships between
effortperformance and rewards, as perceived by the
individual.
Establish clear procedures for the evaluation of
individual levels of performance.
Pay attention to intervening variables.
Minimise undesirable outcomes that may be
perceived to result from a high level of performance,
e.g. industrial accidents.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.82
Slide 7.83
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.84
OUTCOMES
Challenging job assignments
Fringe benefits
Job perquisites (parking space or
office location)
Job security
Monotony
Promotion
Recognition
Responsibility
Salary
Seniority benefits
Status symbols
Working conditions
Chapter 5: Achieving
84
Mullins, Management and Organisational Behaviour, 8
th
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Slide 7.87
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.88
88
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.89
Organizational Uses
of the Equity Model
Treat employees fairly
People make decisions concerning equity
after comparing themselves with others
Procedural justice influences perceptions
of organizational fairness
89
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.90
Slide 7.91
Figure 7.12
Slide 7.92
Slide 7.93
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.94
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.95
Figure 7.13
Source: Reproduced with permission from Tampoe, M., Knowledge workers the new management challenge, Professional Manager, Institute of Management, November 1994, p. 13
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.96
So?????????????
It is generally assumed that individuals value
extrinsic as well as intrinsic job rewards.
Some workers may strongly emphasize both
types of rewards, some may place little value
on either, and others may emphasize one type
and de-emphasize the other. Nevertheless,
both forms of rewards contribute significantly
to the levels of employees motivation to work
(Herzberg et al., 1959).
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.97
Job Satisfaction
The term job satisfaction refers to a
collection of feelings that an individual
holds toward his or her job. One with
high level of job satisfaction holds
positive feelings about the job while
the person with who is dissatisfied with
his or her job holds negative feelings
about the job.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.98
Slide 7.99
Slide 7.100
Table 7.3
Source: Mumford, E., Job satisfaction: a method of analysis, Personnel Review, vol. 20, no. 3, 1991, p. 14. Reproduced with permission from Emerald Group Publishing Limited
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.101
Table 7.3
Source: Mumford, E., Job satisfaction: a method of analysis, Personnel Review, vol. 20, no. 3, 1991, p. 14. Reproduced with permission from Emerald Group Publishing Limited
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.102
Alienation at work
Alienation refers to the detachment of the
person from their work role. Marx viewed
the division of labour as a means by which
workers became estranged from their work.
Blauner identifies four dimensions of
alienation:
Powerlessness
Meaninglessness
Isolation
Self-estrangement
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.103
Slide 7.104
Figure 7.14
Source: Hackman, J. R. and Oldham, G. R., Work Redesign, Addison-Wesley Publishing Company, Inc. (1980), Figure 4.6, p. 90. Reproduced with
permission from Pearson Education, Inc.
Mullins, Management and Organisational Behaviour, 8th Edition, Laurie J. Mullins 2007
Slide 7.105
Global Implications
Motivation theories are often culture-bound
Maslows Hierarchy of Needs Theory
Order of needs is not universal
th
Slide 7.106
Goal-Setting Theory
While limited in scope, good predictor
Reinforcement Theory
Powerful predictor in many work areas
Equity Theory
Best known for research in organizational justice
Expectancy Theory
Good predictor of performance variables but shares
many of the assumptions as rational decision making
2009 Prentice-Hall Inc. All rights reserved.
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Mullins, Management and Organisational Behaviour, 8
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