Chapter 6 Summeries
15. 신명석(Stance)
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Chapter 6 Motivation 1 : needs, job design, Intrinsic motivation, and satisfaction
1. The fundamentals of employee motivation
Motivation means psychological processes that arouse and direct goal-directed behavior.
1) A job performance model of motivation
Terence Mitchell, a wee-known OB researcher, proposed a broad conceptual model that explains how motivation influences job behaviors and performance. This model identifies the causes and consequences of motivation. First, between individual inputs and job context influence each other as well as the motivational processes of arousal, direction, and persistence and motivated behaviors.
2) Need theories of Motivation
Needs means physiological or psychological deficiencies that arouse behavior.
※Maslow's Need Hierarchy Theory
In 1943, psychologist Abraham Maslow published his now-famous need hierarchy theory of motivation. Maslow said these five need categories are arranged in a prepotent hierarchy.In other words, he believed human needs generally emerge in a predictable stair-step fashion. Once a need is satisfied it activates the next higher need in the hierarchy. This process continues untill the the need for self-actualization is activated.
Management uses Maslow's principles to verify that the compnay is building employee satisfaction and loyalty in a variety of ways.
※McClelland's Need Theory
- Need for achievement means desire to accomplish something difficult.
- Need for affiliation means desire to spend time in social relationships and activities.
- Need for power means desire to influence, coach, teach or encourage others to achieve.
2.Motivating Employees through job design
Job design means changing the content and/or process of a specific job to increase job satisfaction and performance.
1) The mechanistic Approach
The mechanistic Approach draws from research in industrial engineering and scientific management and is most heavily influenced by the work of Frederick Taylor. Designing jobs according to the principles of scientific management has both positive and negative consequences. Positively, employee efficiency and productivity are increased. On the other hand, research reveals that simplified, repetitive jobs also lead to job dissatisfaction, poor mental health, higher levels of stress, and low sense of accomplishment and personal growth. These negative consequences paved the way for several motivational approaches to job design.
2) Motivational Approaches
- Job enlargement means putting more variety into a job.
- Job rotation means moving employees from one specialized job to another.
- Job enrichment is the practical application of Frederick Herzberg's motivator-hygiene theory of job satisfaction. Job enrichment means building achievement, recognition, stimulating work, responsibility, and advancement into a job.
- Core job characteristics means job characteristics found to various degrees in all jobs.
3) Biological and perceptual-motor approaches
Recent research suggests that the biological approach should be combined with other job design consideration, because physical ailments are not always completely caused by physical strain. In this study, researchers in the United Kingdom studied more than 900 call center workers and found that they were more likely to experience upper-body and lower-back disordes if the experienced psychological strain in the form of anxiety and depression. Heavy workloads also contributed to the physical symptoms, but adding psychological strain made the disorders worse.
3. Cultivating Intrinsic Motivation
1) The Foundation of Intrinsic Motivation
Intrinsic motivation was defined earlier as being driven by positive feelings associated with doing well on a task or job. Intrincically motivated people are driven to act for the fun or challenge associated with a task rather than because of external rewards, pressures, or requests.
2) A Model of Intrinsic Motivation
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Sense of Meaningfulness is the task purposeis important and meaningful.
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Sense of choice is the ability to use judgment and freedom when completing tasks.
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Sense of competence is feelings of accomplishment associated with doing high-quality work.
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Sence of progress is feeling that one is accomplishing something important.
3) Research and mangerial implication
Managers can increase employees' sense of progress by monitoring and rewarding them. On-the-spot incentives are a useful way to reward a broader-based group of employees.
4. Job Satisfaction
Job satisfation is an affective or emotional response to one's job.
1) The Causes of Job Stisfaction
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Need fulfillment
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Discrepancies
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Value Attainment
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Equity
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Dispositional/Genetic components
2) Major correlates and consequences of job satisfaction
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Motivation
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Job involvement
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Organizational commitment
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Organizational citizenship behavior
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Absenteeism
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Withdrawal cognitions
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Turnover
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Perceived stress
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Job performance
5. Motivational challenges
1) Counterproductive work behavior
Counterproductive work behaviors means types of behavior that harm employees and the organization as a whole. Counterproductive work behaviors may result from personal characteristics coupled with a lack of autonomy and job satisfaction. Counterproductive work behaviors are more likely in situations where supervisors are abusive and responsible for many employees.
2) Work versus family life conflict
Work vs family conflict can occur when there is a lack of value similarity with family members.
