Organisational Behaviour: Work Motivation and Job Satisfaction

Organisational Behaviour Work Motivation and Job Satisfaction What is motivation? “The degree to which an individual wants and chooses to engage in certain specified behaviours.” Underlying concept of motivation People’s behaviour is determined by what motivates them. Their performance is a product of both ability level and motivation. Performance = function (ability x motivation) Extrinsic and Intrinsic motivation Extrinsic motivation is related to tangible rewards such as  Salary  Security  Promotion  Conditions of work Intrinsic motivation is related to psychological rewards such as  A sense of challenge and achievement  Receiving appreciation and recognition  Opportunity to use abilities The needs and expectations of people at work Economic rewards –such as pay, fringe benefits, pension rights and security (instrumental orientation). Intrinsic satisfaction – derived from the nature of work itself (personal orientation). Social relationships – such as friendships, group working, status and dependency (relational orientation). Content Theories of Motivation Maslow’s Hierarchy of needs Aldefer’s modified need of hierarchy model Existence needs are – concerned with sustaining human existence and survival and covers physiological and safety needs of a material nature. • Relatedness needs are – concerned with relationships to the social environment and covers love or belonging, affiliation and meaningful interpersonal relationships. • Growth needs are – concerned with the development of potential and covers self-esteem and selfactualisation. Nohria’s four drives model • The drive to acquire – scarce goods and intangibles such as social status. • The drive to bond – connections with individuals and groups. • The drive to comprehend – satisfy curiosity and master the world around us. • The drive to defend – against external threats and to promote justice. Herzberg’s two factor theory McClelland’s achievement motivation theory The three main objectives are:    Achievement motive Power motive Affiliative motive These things vary between individuals and occupations. Managers seem to be higher in Achievement motive. Money as feedback is valued for symbolising success. Process theories of motivation Implications of expectancy theories Managers need to:  use rewards appropriately in terms of individual performance;  attempt to establish clear relationships between effort–performance and rewards, as perceived by the individual;  establish clear procedures for the evaluation of individual levels of performance;  pay attention to intervening variables;  minimise undesirable outcomes that may be perceived to result from a high level of performance, e.g. short term layoffs, etc. An expectancy theory People are influenced by the expected results of their actions. Vroom Expectancy Theory The idea that people prefer certain outcomes from their behaviour than other outcomes We anticipate feeling satisfied should the preferred outcome be achieved. Adams’ equity theory Equity theory focuses on people’s feelings of how fairly they have been treated in comparison with the treatment received by others. Six broad types of possible behavior which result from a sense of inequity:  Changes to inputs  Changes to outcomes  Cognitive distortion (of inputs and outcomes)  Leaving the field  Acting on others  Changing the object of comparison Job Satisfaction An attitude or internal state that is associated with the working environment and working experiences. A key question:  Does job satisfaction cause good performance or does good performance cause job satisfaction? Levels of job satisfaction can be affected by a wide range of variables including:  Individual factors  Social factors  Cultural factors  Organisational factors  Environmental factors Job Enrichment By enriching jobs, we can increase job satisfaction. 5 elements of enriching jobs:   Skill variety Task identity    Task significance Autonomy Feedback