MOTIVATION AND MOTIVATION AND COMMITMENTCOMMITMENT

Dr. Joyce Osland, Ph.D.San Jose State University

KEY FACTORS OF KEY FACTORS OF MOTIVATIONMOTIVATION

JOB

PERSON ORGANIZA-TION

LEADER-SHIP

KEY FACTORS OF KEY FACTORS OF MOTIVATIONMOTIVATION

JOB

PERSON ORGANIZA-TION

LEADER-SHIP

McCLELLAND’S THEORY McCLELLAND’S THEORY OF MOTIVATIONOF MOTIVATION

• POWER - the need to influence and lead others and be in control of one’s environment

• AFFILIATION - the desire for friendly and close interpersonal relationships

• ACHIEVEMENT - the need to accomplish goals, excel, and strive continually to do things better

TWO FACES OF POWERTWO FACES OF POWER

• SOCIALIZED POWER - The use of power for the good of others

• PERSONALIZED POWER - An unsocialized concern for personal dominance

CHARACTERISTICS OF CHARACTERISTICS OF HIGH N-POWHIGH N-POW

• Competitive and aggressive• Interested in prestige possessions• Prefer action situations• Belong to various groups and tend to be

officers in those groups• Preoccupied with their reputation,

influence, and impact

TWO FACES OF AFFILIATION

• Affiliative Interest - A concern for interpersonal relationships, but not at the expense of goal-oriented behavior

• Affiliative Assurance - A concern with obtaining assurance about the security and strength of one’s relationships and with avoiding rejection.

CHARACTERISTICS OF CHARACTERISTICS OF HIGH N-ACHHIGH N-ACH

• Want to be personally responsible for their success or failure

• Prefer situations of moderate risk• Like to receive immediate

feedback

THE PERSONTHE PERSON

NEEDS

COMPETENT

WILLING

KEY FACTORS OF KEY FACTORS OF MOTIVATIONMOTIVATION

JOB

PERSON ORGANIZA-TION

LEADER-SHIP

CHARACTERISTICS OF CHARACTERISTICS OF MOTIVATING JOBSMOTIVATING JOBS

• Skill Variety • Task Identity • Significance• Autonomy• Job Feedback

Job Characteristics ModelJob Characteristics Model

Job enrichmentJob enrichment

MethodsMethods of Job Redesign of Job Redesign

Job rotationJob rotation

Job enlargementJob enlargement

Sociotechnical systemSociotechnical system

Self-managed work teamsSelf-managed work teams

KEY FACTORS OF KEY FACTORS OF MOTIVATIONMOTIVATION

JOB

PERSON ORGANIZA-TION

LEADER-SHIP

WHY DOES MEDIOCRITY WHY DOES MEDIOCRITY EXIST?EXIST?

• It’s tolerated• Lack of service or performance

standards • Lack of evaluation• Nobody is accountable for their

work• Lack of appropriate incentives

Perceived Ratio Comparisona

Employee’sAssessment

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes B

Inputs B

Outcomes B

Inputs B

Outcomes B

Inputs B

<

=

>

Inequity (Underrewarded)

Equity

Inequity (Overrewarded)

aPerson A is the employee, and person B is a relevant other or referent.

Equity TheoryEquity Theory

Expectancy TheoryExpectancy Theory

A. Effort-to-performance expectationsB. Performance-to-outcome expectanciesC. Perceived valence of outcomes

Ability

Motivation Effort Outcomes(rewards)Performance

A person’s motivation is a function of:

YOU GOTTA HAVE FITYOU GOTTA HAVE FIT

individuals JobIndividual needs RewardsPerformance Rewards

And ensure fairness and equityIn the effort required and in the reward

system as a whole

KEY FACTORS OF KEY FACTORS OF MOTIVATIONMOTIVATION

JOB

PERSON ORGANIZA-TION

LEADER-SHIP

Social Reinforcement Social Reinforcement TheoryTheory

• Reinforce desirable behavior Reinforce desirable behavior through rewardsthrough rewards

• Extinguish undesirable behavior Extinguish undesirable behavior through punishment or ignoringthrough punishment or ignoring

Goal-Setting TheoryGoal-Setting Theory

• Setting specific goals increases Setting specific goals increases performanceperformance

• Difficult goals accepted by employees Difficult goals accepted by employees result in higher performanceresult in higher performance

• Feedback causes higher performance Feedback causes higher performance than nonfeedbackthan nonfeedback

• People are more committed to goals People are more committed to goals they set themselves and make publicthey set themselves and make public

Characteristics of Effective Characteristics of Effective GoalsGoals

M

A

S

R

T

pecific

easurable

chievable but challenging

easonable

imely

HAVE YOU EVER SEEN A BOSS DEMOTIVATE EMPLOYEES?

HOW?

BASED ON THE THEORIES WE’VE STUDIED, HOW DO YOU MOTIVATE EMPLOYEES?

DO THE SAME METHODS WORK FOR EVERYONE?

WHAT’S THE LATEST IN HOW FIRMS ARE MOTIVATING EMPLOYEES?

HOW TO MOTIVATE HOW TO MOTIVATE EMPLOYEESEMPLOYEES

• Careful selection

• Provide necessary training

• Communicate high expectations

• Be a good example

HOW TO MOTIVATE HOW TO MOTIVATE EMPLOYEESEMPLOYEES

• Emphasize high quality and good customer

• Reward and reinforce positive behavior

• Correct negative behavior

HOW TO MOTIVATE HOW TO MOTIVATE EMPLOYEESEMPLOYEES

• Negative consequences for inadequate performance

• Fair and equal treatment

• Show an interest in them and their careers

• Help them grow and develop

HOW TO MOTIVATE HOW TO MOTIVATE EMPLOYEESEMPLOYEES

• Let them participate in decisions

• Value and recognize their efforts

• Use incentives that they value

Recognizing ContributionsRecognizing Contributions

Build self-confidence through high Build self-confidence through high expectationsexpectations

Connect performance to rewardsConnect performance to rewards

Use a variety of rewardsUse a variety of rewards

Be positive and hopefulBe positive and hopeful

Advantages of Committed Advantages of Committed EmployeesEmployees

Have the self-control required for teamwork, empowerment, and flatter organizations

Display organizational citizenship behavior that benefits the organization

Are “willing to help”

...Advantages of ...Advantages of Committed Employees Committed Employees

Have better attendance records

Stay with the company longer

Work harder at their jobs

Adapt better to unforeseeable occurrences

Perform better

How to Earn Employee How to Earn Employee CommitmentCommitment

Commit to people-first values

Guarantee organizational justice

Create a sense of community

Support employee development