Values, Motivation Basics: Sept 17, 2008

Values, motivation basics Sept 17, 2008

REMEMBER: OB is concerned with Employee Performance ► ► ► ►

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Productivity Absenteeism Turnover OCBs

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Organizational citizenship ► ► ►

Discretionary behavior Not part of an employee's formal job requirements Promotes effective functioning of the organization

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Examples of OCBs ► ► ► ►

Helping others on work team Volunteering for extra job activities Avoiding unnecessary conflicts Making constructive statements

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What matters most? ►

Value clarification and congruency check

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Milton Rokeach value survey ► Terminal

values= desirable end-states of existence

► Goals

that a person would like to achieve during lifetime

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► Instrumental

values= preferable modes of behavior, or means of achieving the terminal values

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Terminal Values • • • • • • •

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A comfortable life A sense of accomplishment A world of peace A world of beauty Equality Family security Freedom

• • • • • •

Happiness Inner harmony Pleasure Salvation Social recognition True friendship

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Instrumental Values • • • • • • •

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Ambitious Capable Cheerful Clean Courageous Helpful Honest

• • • • • •

Imaginative Logical Loving Obedient Polite Responsible

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Rokeach values ► Class

profile? ► How could this info help you manage and work in this organization?

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Why is value clarification important? Actions Actions Goals, Goals, intentions intentions Core Corevalues values 11/01/09

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Jim Collins: Good to Great

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Covey:

Need What is needed? Conscie Passion nce What VOICE What do I love? should I Talent do? What do I do best? “Voice” = your unique contribution

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Covey OB Principles

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What motivates YOU? ► ”Think

of a time at work when something lead you to feel extreme satisfaction. Describe it. ► Think of a time at work when something lead you to feel extreme dissatisfaction. Describe that.

►

A simplified description of Herzberg’s methodology ► Motivation-hygiene theory

Determines satisfaction? ► Mentally

challenging work ► Equitable rewards ► Supportive working conditions ► Supportive colleagues (friends at work)

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Job satisfaction ►

►

►

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A link between satisfaction and productivity. Satisfaction negatively related to absenteeism and turnover. Managers’ humanistic responsibility

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Basic motivation concepts

What do we know?

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Basic motivation concepts

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Needs motivate (when unfulfilled) ► Early

psych research (esp. W. McDougall, 1926 and H. Murray, 1938) sought to create lists of “universal human needs” ► Problem: the lists got too long ► 11/01/09

This is Henry Murray Basic motivation concepts

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Abraham Maslow ► Two

important contributions:  Shorter list  The notion of a hierarchy

►

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Here is a picture of Abe 

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Hierarchy of needs

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McGregor’s Theory X, Theory Y

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Here’s Doug

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Two-factor theory Frederick Herzberg ► Motivation-hygiene theory ► Job enrichment

►

Yup, this is Fred

1968 11/01/09

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Herzberg’s methodology ► ”Think

of a time at work when something lead you to feel extreme satisfaction. Describe it. ► Think of a time at work when something lead you to feel extreme dissatisfaction. Describe that.

►

A simplified description of Herzberg’s methodology ► Motivation-hygiene theory

Hygiene vs. Motivators Job satisfaction and motivation are is NOT on the same continuum

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Job satisfaction

Motivation

No job satisfaction

No motivation

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McClelland’s theory of needs ► n-Achievement ► n-Power ► n-Affiliation

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Goal-setting theory

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What works? ► Easy

versus difficult goals? ► Set by individuals or assigned?

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Goal setting theory ► Presupposes

commitment to the goal

 Can do it  Wants to do it

► Not

equally effective on all tasks

 Simple, not complex  Well-learned, not novel  Independent, not interdependent

► Culture

bound

 Independence assumed

Equity theory

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Responses to inequity? ► Distort

input, outcomes ► Get others to change their inputs, outcomes ► Change own inputs, outcomes ► Choose different comparison referent ► Quit their job

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Responses to inequity (simplified) ► In

   

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everyday life, we Ignore or rationalize Demand restitution Retaliate Withdraw

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Expectancy theory

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Rewards motivate when: ► Effort-performance

linkage Performancereward linkage ► Reward-personal goals linkage

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Two critical elements ► Motivation

 Do I really want this? ► Ability  Can I do it?

► Behavior

changes result from adjusting these

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Timm’s take on motivation: ► You

can’t motivate others. ► You can work to create conditions for self-motivation

Take-aways?

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