Organizational behaviour

Session 4 – Motivation, Commitment and Well-Being at Work

 Satisfaction
Serious Motivation

pun Mobilization
Commitment
•?
 By emotional attachment to the
Affective meaning of work

Commitment Continuity Fear of losing > benefits of

leaving

Normative Out of a sense of obligation,

even if negative
Satisfaction Meyer & Allen (1991) – Commitment

Serious Motivation

pun Mobilization
Herzberg (1959) – Two-factor theory
Commitment
•?
Vroom’s
expectancy
theory (1964)
• How motivated are you from your
activity or task?
The SMART
objectives
– one of
Vroom’s
legacy
Beyond the employee journey?

3 1
Adjustment of Identification
structural of motivational
signals factors

Optimization of the
« job design »

2
 Beyond the employee journey?
1. Diagnosis of motivators

Rank the motivators in order of importance (1 = most Then, in meeting 1 to 1:

important, 12 = least important) on the next page

Position the meeting with an objective to share and understand the levers
of motivation and the needs of each, in order to stay commited in the job
See the level of satisfaction of the person with regard to his 4 most
important factors / what are his/her ambitions for the upcoming years
See what actions can be taken by the respondent to improve the
satisfaction of their needs classified as "high"?
(Pay attention to possible mismatches between factors that are less
important to the person, but central to the job design – bottom 4)
 Rank Environmental needs

Activities –being busy appreciates multiple requests, to stay busy and willing to work long hours

Comfort and Safety Safe and secure working environments, well-defined conditions of employment

Financial compensation work harder and longer in exchange for money and other forms of material reward

Structure regulated and organised work environment, clearly defined structures and clear direction

- Interpersonal needs

Competition performance comparison with others, working in competitive environments

Power and Progression exercise power and authority, assume responsibility, be promoted to positions of responsibility and
management, be able to reward staff
Recognition encouragement and external signs of recognition for the work done, for the added value

Relations opportunities to build lasting relationships with other people, to interact with people constantly, and to care
for and help others
- Intrapersonal needs

Accomplishment sense of success, accomplishment, setting ambitious goals, achieving "big" things and achieving specific
goals
Autonomy have control over their own activities, be able to organize their own work and not be subject to the
supervision too closely by a manager or strict procedures
Growth Opportunity to develop, train and acquire new skills

Creativity and Interests inherently interesting work environments that offer variety and the opportunity to provide innovative and
creative solutions

Adapted from widespread practices, especially those at IBM

Reminder; Workshop –
Does the perfect job
exist?
 Beyond the employee journey?
2. Optimizing « job design »

• What are the factors that make a job “ideal”?

 Variety of
skills

ti
d e ntifica e
Feed I o th
b ack on t sk
ta

Job Design

e
Au ta nc
to r
n om m po sks
y I ta
of
 Beyond the employee journey?
2. Optimizing job design

• How can we modify tasks, responsibilities, coordination, collaborations, or any

other point in order to optimize each of the 5 job design factors?
 Beyond the employee journey?
3. Adjustment of structural signals
« Situation Strength Theory »
An introduction…

ob according to the right fit

job for a good fit
omplex...
(Kennedy, 2005)
 Beyond the employee journey?

3. Adjustment of structural signals

« Situation Strength Theory »
An introduction...

Choose a job according to the right “fit”

Strategy

Match with my talents and

expertise?
Culture Structure

Fit with my personal values? Fit with my personality?

And our daily
motivation?

Tips – the classic "healthies"

Dopamine
• "Manipulating yourself"