“Organizational Behavior”

Appendix A: Sources of Motivation

• The study of the behavior of people in organizations • What can be learned from social and behavioral sciences to understand human behavior in the workplace? 4

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 20.

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Understanding motivations

Three Levels of Behavior • Individual • Group • Organization as a whole

• Successful people management depends on understanding employee motivations. motivations

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Sources of Motivation

Extrinsic Motivation

– Intrinsic – Extrinsic

• Engaging in work in order to obtain goal(s) that are apart from the work itself –Money, power, security, status

8 Glen, Paul. “Leading Geeks” Jossey-Bass. 2003

Extrinsic and Intrinsic Rewards

Intrinsic Motivation

• Attributes :

–Enjoyment – Interest – Satisfaction of curiosityy – Self-expression – Personal challenge –Respect

• Intrinsic rewards: rewards that are related directly to performing the job • Include feelings of task accomplishment, personal growth 10

Glen, Paul. “Leading Geeks” Jossey-Bass. 2003

9 Glen, Paul. “Leading Geeks” Jossey-Bass. 2003

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 218.

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Employee Motivation

Employee Motivation • For a media firm to reach its full potential, it especially must also build intrinsic motivation.

Bowen, Brayton. “Today’s Workforce Requires New Currency.” HR Magazine March 2004. Page101-105.

• Firms can build intrinsic motivation by providing genuine opportunities g pp to contribute, increase knowledge, and develop professionally. 12

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Increasing Internal Motivation

Increasing Internal Motivation

• Promote their development

• Give employees responsibility

• Provide assignments that challenge and teach new skills

• They monitor their own performance

• Give employees autonomy

• Decrease Monotony

• They make key decisions such as how and when to do tasks

Parker, Sharon. “Designing a Proactive & Creative Workforce for the Innovation Era.” Paper prepared for the Ausralian Graduate School of Management and Research Briefing Series

Bowen, Brayton. “Today’s Workforce Requires New Currency.” HR Magazine March 2004. Page101-105.

• Assign work on special assignments and non-routine tasks often

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Parker, Sharon. “Designing a Proactive & Creative Workforce for the Innovation Era.” Paper prepared for the Ausralian Graduate School of Management and Research Briefing Series

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Motivation Incentives • Feel valued and important • Satisfaction from good job • compensation • Power • Recognition • Avoidance of Failure • “Easier” job • Belongingness • Service

Motivation • For example, in Telecom morale is higher during peak periods of emergencies, when the job is h d hardest • Feeling of service to others motivates people in many fields 16

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Source: George Strauss, Leonard R. Sayles , Personnel: The Human Problems of Management, 1980

A. Equity Theory of Motivation

A. Equity Theory of Motivation: Social Exchange Process

• First advanced by J.S. Adams and K. Weick • Rests on two assumptions about human behavior: 1. Social Exchange Process 2. Social Comparison

• Individuals make contributions and expect certain outcomes in return • Recognition, pay, power etc. Karl Weick

http://www.taosinstitute.net/about/kWeick.jpg

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 167.

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Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 167.

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2. Social Comparison

Equity

• People compare own situations with those of others to determine the relative balance • Determining whether an exchange is satisfactory is influenced by what happens to others

• State of perceived equity exists when ratio of a person’s outcomes to inputs is equal to others’ ratio:

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 167.

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Consequences of Inequity • Creates tension within individuals • Tension is proportionate to magnitude of inequity • Employees will produce less or poorer-quality output

Op = Oo Ip Io – P represents ratio of person, o represents ratio of other

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 168.

B. Expectancy/Valence Theory of Motivation • Kurt Lewin and Edward Tolman Ed Edward d Tolman T l

Kurt Lewin http://www.erzwiss.unihamburg.de/personal/hoffmann/texte/lewin/KLewin.jpg

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 169.

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http://www.psychology.ru/whoswho/photos/Edwa rd_Tolman.gif

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 179.

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What Causes Motivation?

• Individuals are not inherently motivated or unmotivated • Motivation determined by expectancies and valences • Expectancy: belief about likelihood that a particular act will lead to particular outcome • Valence: value an individual places on expected outcomes or rewards Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 179.

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Managerial Implications of Expectancy Theory

• Motivational levels depend on work environment • If environment i t compatible tibl with their needs, goals, etc, they are motivated Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 179.

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In the Music Industry • Motivation is typically a love of music, and a passion to participate in the recording scene, not money

• Try to influence valences • Recognize conscious behavior • Select people equipped for job Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 185.

Expectancy/Valence Theory

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Lampel, Josh, and Lant, Theresa, and Shamsie, Jamal. “Cultural Industries: Learning from Evolving Organizational Practicess,” Organizational Science. 11.3: 263-269, June 2000.

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• McGregor (1960): Theory X manager’s assumes that people dislike work and responsibility

Humanistic Approach to Motivation

• Theory X

–managers must direct, control, and punish

• Theory Y • Theory Z 28

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Humanistic approach--Theory Z

• Theory Y –workers are self-motivated –seek responsibility –managers managers need to channel this enthusiasm

• Ouichi (1981): culture determines worker attitudes

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Sohn, Ardyth, Media Management. Mahwah: Lawrence Erlbaum Associates, Publishers, 1999, p.94.

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• In Taylor’s time, many workers believed that working more effectively would result in many of them losing the job because more products would be produced than would be sold.

• Theory Z: employers need both –Individual achievement (American Culture) and –Sense of community (Japanese Culture) 32

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A. Equity Approach of Motivation: Exchange

There are several approaches to motivation

• Individuals make contributions and expect certain outcomes in return –Recognition, pay, power etc.

• People evaluate how fairly they are being treated by an organization 34

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 167.

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B. Expectancy/Valence Approach to Motivation • Expectancy theory holds that people will work toward a goal if they believe they have a reasonable chance of attaining it • Believe that if they perform well in given situation, certain outcomes will follow

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Managerial Implications of Expectancy Theory • Clarify role expectations • Provide P id opportunities i i to perform f • Match rewards to employee desires Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 185.

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B. Expectancy/Valence Approach to Motivation • Make environment compatible with ith employee l needs, d goals, l etc, and thus create motivation

Black, J. Stewart and Steers, Richard M. Organizational Behavior. New York: Harper Collins College Publishers, 1994, p 179.

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C. Reinforcement Theory • (behavior modification) desired behaviors can be obtained by linking them with positive consequences 39

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