Motivation in Organization

MAN 418
 Learning outcome
 A basic understanding of human motivation. Insight into various human needs.
 An appreciation for the importance of motivating organization members
 an understanding of various motivation strategies
Individual Needs and Motivation
 Motivation refers to the forces either within or external to a person
that arouse enthusiasm and persistence to pursue a certain course of
action.
For Example:
Mars Incorporated, the third-largest private company in the United
States.
 Intrinsic and Extrinsic Rewards
 Intrinsic Rewards:
Intrinsic rewards are the satisfactions that a person receives in the process of performing a particular
action.
For example: employees at Salesforce.com
 Extrinsic rewards:
These are given by another person, typically a manager, and include promotions, praise, and pay
increases.
For Example: At the Alta Gracia factory in the Dominican Republic, owned by Knights Apparel
Intrinsic and extrinsic example, which is built on the philosophy of creating the “happiest, most
productive workplace in the world,” provides some of the most amazing extrinsic rewards in
corporate America—free breakfast, lunch, and dinner; subsidized massages; free yoga and Pilates
classes; fitness centers; free snacks, beverages, and candy all day.
 Quadrant 1:

For example, some companies have found that penalizing employees for smoking or being
overweight by charging extra for health insurance is an effective way to change behaviors and
lower company health care costs.
 Quadrant 2:
For example, a manager might motivate people to work hard by emphasizing the weak economy
and high unemployment rate.
 Quadrant 3:
At Hilcorp Energy, for example, managers offered employees the chance to earn a bonus of
$50,000 each if they help the organization meet its growth goal.
 Quadrant 4:
For example, in a bossless workplace where no one is telling people what to do and keeping tabs
on whether they do it, managers need people who can act based on their own motivation.
Job Design for Motivation

 Job design is the application of motivational theories to the structure of work for
improving productivity and satisfaction.
 Job Enrichment: which means incorporating high-level motivators into the work, including
responsibility, recognition, and opportunities for growth, learning, and achievement.
 Job rotation, is to move employees systematically from one job to another to provide
variety and stimulation.
 An approach is to combine a series of small tasks into one new, broader job so that people
perform a variety of activities, which is referred to as job enlargement.
Job Characteristics
Model
 work redesign, which is defined as altering jobs to increase both the quality of employees’ work experience
and their productivity.
 Core Job Dimensions
 Skill variety: A routine, repetitious assembly-line job is low in variety, whereas an applied research position
that involves working on new problems every day is high in variety.
 Task identity: A chef who prepares an entire meal has more task identity than a worker on a cafeteria line
who ladles mashed potatoes.
 Task significance: People who distribute penicillin and other medical supplies during times of emergencies
would feel that they have significant jobs.
 Autonomy: A house painter can determine how to paint the house; a paint sprayer on an assembly line has
little autonomy.
 Feedback: A football coach knows whether the team won or lost, but a basic research scientist may have to
wait years to learn whether her research project was successful.
 Critical Psychological States
 experienced meaningfulness of work
 worker’s experienced responsibility
 Knowledge of actual results
 Personal and Work Outcomes
 Work outcomes of high work motivation
 high work performance
 high satisfaction
 low absenteeism and turnover
Employee growth-need
strength
 If a person wants to satisfy low-level needs, such as safety and belongingness, the job
characteristics model has less effect.
 When a person has a high need for growth and development, including the desire for
personal challenge, achievement, and challenging work, the model is especially effective.
People with a high need to grow and expand their abilities respond favorably to the
application of the model and to improvements in core job dimensions.
 The cross-cultural differences in the impact of job characteristics.
 Innovative Ideas for Motivating
 Empowering People to Meet Higher Needs:
Empowerment is power sharing, the delegation of power and authority to subordinates in an
organization.
Example: At Ritz-Carlton hotels, employees have up to $1,000 to use at their discretion to create a
great customer experience.
 Empowering employees involves giving them four elements
1. Employees receive information about company performance.
2. Employees have knowledge and skills to contribute to company goals.
3. Employees have the power to make substantive decisions
4. Employees are rewarded based on company performance.
Giving Meaning to Work Through
Engagement
 Employee engagement means that people enjoy their jobs and are satisfied with their work
conditions, contribute enthusiastically to meeting team and organizational goals, and feel a
sense of belonging and commitment to the organization.
 When managers organize the workplace in such a way as to create these feelings, employee
engagement grows, leading to high motivation and high organizational performance.
 People feel that they are working toward something important.
 People feel connected to the company, to one another, and to their managers.
 People have the chance to learn, grow, and advance
 The Making Progress Principle
 Recent research points to the importance of making progress toward goals as a key to high
motivation.
 It is the idea that the single most important factor that can boost motivation, positive emotions, and
perceptions during a workday is making progress toward meaningful goals.
 Knowing that they are making everyday progress, even in small steps, can make all the difference
in how motivated people feel to continue pursuing a course of action.
 Case Study