2. Learning Objectives Discuss with reference to actual work situations, the determinants of job performance Identify the distinct components of motivation and outline the rationale for each component Critically evaluate the applicability of the theories of Maslow and Alderfer to the contemporary workplace Provide a critical analysis of Herzberg’s two-factor theory vis-à-vis the empirical evidence on employee behaviour Evaluate the relevance of McClelland’s theory to organizations in different societies
3. Learning Objectives cont’d Provide a pellucid explication of expectancy theory and demonstrate its applicability to the contemporary workplace Assess, with reference to observed workplace behaviours, the value of equity theory to managers Explain how goal setting contributes toward the attainment of higher levels of motivation Discuss the insights that theorizing about prevailing psychological contracts provide in understanding employee motivation
4. Determinants of Job Performance (pg. 80) Willingness to Perform Job Performance Capacity to Perform Opportunity to Perform
5. Determinants of Job Performance Willingness Individual’s desire and inclination to exert themselves to perform i.e motivation Capacity Task-relevant skills, abilities, experience, knowledge Opportunity Appropriate tools/equipment, technology, managerial support, attitudes
6. The presence of willingness (motivation), capacity and opportunity does NOT guarantee high performance
7. Components of Motivation Direction What an employee chooses to do when presented with a number of alternatives Intensity Strength of the response once a choice (direction) is made Persistence Length of time a person will continue to devote effort
8. Content Motivation Theories Focus on factors within the individual and the needs that motivate Maslow’s Hierarchy of Needs Alderfer’s ERG Theory Herzberg’s Two-factor theory McClelland’s Learned Needs Theory
9. Maslow’s Hierarchy of Needs Self Actualization Esteem Belongingness, Social, Love Safety, Security Physiological
10. Alderfer’s ERG Theory Existence = Maslow physiological and safety Relatedness = Maslow belongingness, social, love Growth = Maslow esteem and self-actualization
11. Herzberg’s Two-Factor Theory Dissatisfiers-Satisfiers or Hygiene Motivators also called Extrinsic Conditions Needed to maintain “no dissatisfaction” Salary, working conditions, status, company procedures, quality of interpersonal relationships Intrinsic factors Build strong motivation resulting in high performance Achievement, responsibility, recognition, advancement, work itself
12. Herzberg’s Two-Factor Theory Significant criticism of Herzberg Oversimplifies job satisfaction Methodology – people examine themselves retrospectively No testing of motivational and performance consequences of the theory Empirical evidence suggests it has merit
13. McClelland’s Learned Needs Theory Needs are learned through culture Strong needs motivate people to behave in ways that satisfy the needs Need for achievement (n Ach) Need for affiliation (n Aff) Need for power (n Pow)
14. Behaviours reflecting high n Ach Likes to take responsibility for problem-solving Tends to set moderate achievement goals and take calculated risks Desires feedback on performance
15. Behaviours reflecting high n Pow Concentrates on obtaining and exercising power and authority Concerned with influencing others and winning arguments Power can be negative or positive
16. Behaviours reflecting high n Aff Desires social interaction Concerned about the quality of personal relationships Social relationships take precedence over task accomplishment
19. GrowthAchievement Recognition Quality of inter- personal relations among peers, with supervisors, with subordinates Job security Working conditions Salary Alderfer Growth Relatedness Existence McClelland Need for achievement Need for power Need for affiliation Higher order needs Motivators Hygiene conditions Basic needs
24. Expectancy Theory First-Level Outcome Productivity, quality of production Second-Level Outcomes Rewards or punishments Group acceptance or rejection, promotion, termination
25. Expectancy Theory Instrumentality Individual’s perception that first-level outcomes (performance) result in second-level outcomes (rewards) Valence Preference for an outcome Positively valent when preferred Negatively valent when not preferred
26. Equity Theory “A theory of motivation that examines how a person might respond to perceived discrepancies between his/her input/outcome ratio and that of a reference person.” (pg. 92)
27. Equity Theory - Terms Person Individual for whom equity or inequity is perceived Comparison other Any referent group or people used by person to compare ratio of inputs and outcomes Inputs Individual characteristics person brings to job Outcomes What person received from job
28. Equity Theory What happens when there is a perceived inequity? Change inputs Change attitudes Change reference person Change inputs or outcomes of reference person Leave
29. Goal Setting Definition of a Goal “A result that a person or team is attempting to accomplish through their behaviour and actions.” (pg. 96)
30. Goal Setting Goal Specificity Degree of quantitative precision (clarity) of the goal Goal Difficulty Level of performance required to achieve the goal Goal Intensity Process of setting a goal or determining how to reach it Goal Commitment Amount of effort actually used to reach a goal
31. Points to consider when implementing Goal Setting Programs Individual differences such as Personality Career progression Training background Personal health
32. Psychological Contract Definition “An unwritten agreement between an employee and the organization that specifies what each expects to give and receive from the other.” (pg. 99)
33. Motivation and Psychological Contract Degree to which employees will work hard, commit to goals and derive satisfaction from work dependent on: How closely employee expectations match organization’s expectations Nature of what is exchanged
34. Psychological Contract Dynamic i.e. it changes An important aspect of management’s job May focus on Satisfaction Challenging work Fair treatment Loyalty Opportunities for creativity
