Chapter 5
Chapter 5
Part 1
Defining Motivation
The result of the interaction between the individual and the
situation
The processes that account for an individual’s
intensity, direction, and persistence of effort
toward attaining a goal- specifically, an
organizational goal
Three key elements
Intensity – how hard a person tries
Direction – effort that is channeled toward, and
consistent with, organizational goals
Persistence – how long a person can maintain effort
Motivation
Motivation
Early Theories of Motivation
Theory Theory
X Y
Two distinct views of Workers have Workers are
little ambition self-directed
human beings: Theory X
(basically negative) and
Theory Y (positive).
Managers used a set of Dislike work Enjoy work
assumptions based on
their view
The assumptions
molded their behavior Avoid Accept
toward employees responsibility responsibility
No empirical evidence
to support this theory.
Herzberg’s Two-Factor Theory
Key Point: Satisfaction and dissatisfaction are not opposites
but separate constructs
Hygiene
Motivators
Factors
Work
Achievement
Conditions
Criticisms of Two-Factor Theory
Herzberg says that hygiene factors must be met to
remove dissatisfaction. If motivators are given, then
satisfaction can occur.
Equity Theory
Expectancy Theory
Self-determination Theory
People prefer to feel they have control over their actions, so
anything that makes a previously enjoyed task feel more like an
obligation than a freely chosen activity will undermine motivation.
Major Implications for Work Rewards
Intrinsic and extrinsic rewards are not independent
Extrinsic rewards may decrease intrinsic rewards
Goal setting is more effective in improving motivation
Verbal rewards increase intrinsic motivation; tangible
rewards reduce it
Locke’s Goal-Setting Theory
Basic Premise:
• That specific and difficult goals, with self-generated feedback, lead to higher
performance
Difficult Goals:
• Focus and direct attention
• Energize the person to work harder
• Difficulty increases persistence
• Force people to be more effective and efficient
Relationship between goals and performance depends on:
• Goal commitment (the more public the better!)
• Task characteristics (simple, well-learned)
• Culture (best match is in North America)
Implementation: Management by
Objectives
MBO is a systematic way to utilize goal-setting.
Goals must be:
Tangible
Verifiable
Measurable
Corporate goals are broken down into smaller, more
specific goals at each level of organization.
Four common ingredients to MBO programs:
Goal specificity
Participative decision making
Explicit time period
Performance feedback
Bandura’s Self-Efficacy Theory
An individual’s belief that he or she is capable of
performing a task.
Higher efficacy is related to:
• Greater confidence
• Greater persistence in the face of difficulties
• Better response to negative feedback (work harder)
Self-efficacy complements Goal-Setting Theory
Increased Confidence
Higher Self-Set
Goal
Increasing Self-Efficacy
Enactive mastery
Most important source of efficacy
Gaining relevant experience with task or job
“Practice makes perfect”
Vicarious modeling
Increasing confidence by watching others perform the task
Most effective when observer sees the model to be similar to him- or
herself
Verbal persuasion
Motivation through verbal conviction
Pygmalion and Galatea effects - self-fulfilling prophecies
Arousal
Getting “psyched up” – emotionally aroused – to complete task
Can hurt performance if emotion is not a component of the task
Reinforcement Theory
Similar to Goal-Setting Theory, but focused on a
behavioral approach rather than a cognitive one
Procedural
Justice
• Fairness of
outcome process
Distributive Interactional
Justice Justice
• Fairness of • Being treated with
outcome dignity and respect
Organizational
Justice
Vroom’s Expectancy Theory
The strength of a tendency to act in a certain way depends on
the strength of an expectation that the act will be followed by
a given outcome and on the attractiveness of the outcome to
the individual.
Expectancy of Instrumentality of Valuation of the
Performance success in getting reward in
Success reward employee’s eyes
1 Effort-performance relationship
Skill Variety • The degree to which a job requires different activities using specialized
skills and talents
Task identity • The degree to which a job requires completion of a whole and identifiable
piece of work
Task significance • The degree to which a job affects the lives or work of other people
Feedback • The degree to which carrying out work activities generates direct and clear
information about your own performance
Job Characteristics Model
Job Characteristics Psychological Desired Outcomes
(enriched jobs) States
1.Skill variety
Experienced
2.Task identity meaningfulness
- Motivation
3.Task significance
- Performance
Experienced - Satisfaction
4. Autonomy
responsibility
EMPLOYEE
DEVELOPMENT
Alternative Work Arrangements
Flextime
Job Sharing
An arrangement that allows two or more
individuals to split a traditional 40- hour-a
week job
Telecommuting
Working from home at least 2 days a week on
a computer that is linked to the employer’s
office
Thiết kế công việc linh hoạt
Linh hoạt về nơi làm việc – làm việc từ xa
Linh hoạt về thời gian làm việc – Lịch làm việc linh hoạt
Part time: phù hợp với việc học/ cộng tác viên
Freelance:
Lao động theo thời vụ:
Làm việc theo ca
Thời gian làm việc linh hoạt
Chia sẻ công việc
Tuần làm việc rút ngắn
Quản lí hiệu quả sự linh hoạt
Linh hoạt và cân bằng công việc – cuộc sống
Job Enrichment X
• Increasing the depth of a job by adding responsibility for
planning, organizing, controlling, or evaluating the job
• A pay plan that rewards employees for recent performance rather than
Bonus historical performance