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Lecture 6 - Motivation and Rewards
Management and Organisation (BUSS 2068)
University of South Australia
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Motivation and Rewards 15: What is motivation? Forces within individual that account for level, direction and persistence of effort expended at work What are rewards? Work outcome of positive value to individual Extrinsic externally administered; valued outcomes given to someone by another person Intrinsic self-administered (feelings of competency, personal development, self-control people experience in work) Theories of Motivation Content theories of motivation help to understand human needs Process theories of motivation offer additional insights into how people give meaning to rewards Reinforcement theory of motivation focuses attention on environment as major source of rewards 15: Content Theory of Motivation Needs: unfulfilled physiological/psychological desires of individual o People engage in behaviours to obtain extrinsic and intrinsic rewards to satisfy these needs o Cause tensions that influence attitudes and behaviours Maslow’s Hierarchy of Needs Theory Lower order Higher order Deficit principle Progression principle physiological, safety and social concerns esteem and self-actualisation satisfied need is not a motivator; people expected to act in ways that satisfy deprived needs need at 1 level doesn’t become activated until next need is already satisfied Herzberg’s 2 Factor Theory 1. satisfier found in job content (ex: sense of achievement, recognition, responsibility, advancement and personal growth) 2. hygiene found in job context (ex: working conditions, interpersonal relations, organisational policies, salary) improving this can make people less dissatisfied with aspect of work but don’t in themselves increase satisfaction Acquired Needs Theory Need for achievement (nAch) desire to do something better/more efficiently, solve problems, master complex tasks Need for power (nPower) desire to control other people, influence their behaviour, to be responsible for them Need for affiliation (nAff) desire to establish and maintain friendly and warm relations with other people Need for personal power exploitive and involved manipulation for pure sake of personal gratification Need for social power essential to managerial leadership, uses power in socially responsible way, directed toward group/organisational objectives rather than personal ones 15: Process Theories of Motivation Add to manager’s understanding of individual differences Equity, expectancy, goal-setting theories each offer advice on how people make choices to work hard/not based on: o Individual preferences o Available rewards o Possible work outcomes Adam’s Equity Theory of Motivation Employee compares their job’s input-outcomes ratio with that of relevant others and then corrects any equity Equity Theory Based on logic of social comparisons and that perceived inequity is a motivating state Perceived Inequity o Occurs when people feel rewards for their efforts in comparison to other’s rewards are unfair; deal with this by changing: o Work inputs by putting less effort into jobs o Rewards received by asking for better treatment o Comparison points o Situation by leaving job Expectancy Theory Motivation to work depends on relationship between 3 factors: 1. expectancy Belief that working hard will result in desired level of task performance being achieved (effort-performance) 2. instrumentality Belief that successful performance will be followed by rewards (performance-outcome) 3. valence Value person assigns to possible rewards and other work-related outcomes Goal-setting Theory Task goals can be highly motivating Give direction to people in work and clarify performance expectations Opportunity to receive feedback on goal achievements is essential to motivation 15: Reinforcement Theory of Motivation Views human behaviour as determined by its environmental consequences Law of effect: behaviour that results in a pleasant outcome is likely to be repeated; behaviour that results in an unpleasant outcome is not likely to repeated Reinforcement Strategies Operant conditioning Control of behaviour by manipulating its consequences (learning by reinforcement) Organisational Behaviour Application of operant conditioning to influence human behaviour at work Modification (OB Mod)
Lecture 6 - Motivation and Rewards
Course: Management and Organisation (BUSS 2068)
University: University of South Australia
