Motivation and theories of management part 2
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Motivation and theories of management part 2
- 1. Expectancy Theories: – Expectancy theory focuses on a person’s perception about the relationships among effort, performance and rewards for doing a job – Does how hard I try really affect my performance? – Are personal consequences linked to my performance? – Do I value the consequence available to me?
- 2. • Common assumptions: – in choosing between different actions people are influenced about whether favourable outcomes will accrue – people will weigh up whether acting in the particular way will actually deliver the favourable outcome – people will act in their best interests
- 3. Effort Performance Rewards Perception that effort will lead to effective performance Perception that attractive rewards are available Perception that effective performance will lead to rewards Role Perception Individual Characteristics Porter and Lawler model of work motivation (based on Porter and Lawler 1968, Managerial attitudes and performance, Irwin Homewood, IL) Source: Cole (1993), Management Theory and Practice pp40
- 4. Motivational Force • Perception that effort will lead to effective performance (Expectancy) • Perception that effective performance will lead to rewards (Instrumentality) • Perception that attractive rewards are available (Valence) • Driving Force = (E x I) x V
- 5. Consider satisfaction of needs/expectations • EXTRINSIC REWARDS e.g. tangible benefits conferred from outside the individual (pay, pension, job conditions) • INTRINSIC REWARDS e.g. intangible benefits such as psychological rewards that come from within (achievement, recognition, sense of challenge)
- 6. MOTIVATION & JOB DESIGN • Job Rotation – Movement of people around the tasks • Job Enlargement – Greater range of tasks Not actually altering the task role • Job Enrichment – Concentrates on Intrinsic rewards – More authority over planning and control of tasks – Also consider work groups and teams
- 7. Issues related to Job Redesign • Not strictly a motivational theory - Hackman and Oldham (1977) - Job Characteristics Theory (updated 1980) • Why do people get bored at work • Improving motivation at work • Could changing job characteristics improve motivation?
- 8. Core job characteristics Critical psychological States Personal and Work Outcomes Skill variety Task identity Task significance Perceived meaningfulness of work experience High work motivation Autonomy High job satisfaction with work Perceived responsibility for work outcomes Feedback Knowledge of actual results of the work High quality work performance Absence of problem behaviour such as absenteeism and turnover Source: Rollinson 2002 Organisational Behaviour, pp220
- 9. Motivation Exercise • Think of a job with which you are familiar which is considered boring and repetitive • What scope is there for enhancing motivation in relation to this job? – Job rotation, enlargement, enrichment and empowerment • Can you use Hackman and Oldham as a diagnostic tool to improve motivation in the workplace? – Think of the five job characteristics - can they be changed easily?