ppt for business

1. MOTIVATION &
ASSIGNMENTS
Dynamics of Organizational Behavior
Virginia Tech MBA Program
Andrew Watson

2. Agenda
• Work Motivation (Ch. 6)
• The Dan Pink video(s) you watched
• Break
• Motivating Work Setting (Ch. 7)
• Looking forward
• Further, and in more detail, than usual
• We have assignments coming up
• New material on Canvas

3. Work Motivation
• Definition: The psychological forces that determine an
organization member’s:
• Choice of behavior
• Level of effort
• Persistence
• Distinct from performance
• Performance is an evaluation of the results of a person’s behavior
• Influenced by motivation
• Also by ability of person, difficulty of task,…

4. One Distinction, Four Theories
• Note a distinction between sources of motivation
• Intrinsic: the behavior itself
• Extrinsic: rewards (or lack of punishment) resulting from the behavior
• Four complementary theories
• Need
• Expectancy
• Equity
• Organizational justice

5. Need Theory
• Maslow’s hierarchy
• Five levels of need (listed here from highest-level to most basic):
• Self-actualization
• Esteem
• Belongingness
• Safety
• Physiological
• Alderfer’s ERG hierarchy
• Three levels of need
• Growth, Relatedness, Existence
• A’s theory more flexible in terms of inter-level movement
• Much empirical research, little support for Need Theory
• Strange statement on p. 163 of GJ text

6. Expectancy Theory
• Describes employee choice of behaviors and level of effort
• In terms of employee perceptions
• Effort → Performance → Outcomes
• When I see EPO, I think of Lance Armstrong
• Expectancy: perception of the effort-performance relationship
• Instrumentality: perception of the performance-outcomes
relationship
• Valence: perceived value of the outcomes of high performance
• Good empirical support

7. Equity Theory
• Based on employee perceptions of fairness
• Perceptions in turn based on comparisons with “referents”
• What does the employee compare?
• Ratios between outcomes and input (O/I)
• So not a simple comparison of outcomes
• Equity: when the ratio for the employee and the ratio for the
referent are equal
• Inequity may result from underpayment or overpayment
• Good empirical support

8. Organizational Justice Theory
• Group of theories based on employee perceptions of overall
fairness in organization
• c.f. equity theory
• Identifies different forms of organizational justice
• Distributive
• Procedural
• Interpersonal
• Respect
• Informational
• Good empirical support
• e.g., procedural justice especially important when outcomes are low

9. Group Discussion Of Dan Pink Videos
• Our first group discussion of the semester!
• The groups are not the groups for Everest or for Presentation
• Pre-agenda: if you wish, split into smaller groups
• Read Agenda before deciding
• Agenda
• Discuss
• How and why you made your choice of video
• What is the primary point of the video?
• How is this point made? How well is it made?
• Is there a secondary point?
• How should I motivate you this semester?
• Document: paper with names, notes on your discussions
• Should include at least the first three discussion items

10. Presentations
• See syllabus
• Eight minutes, not including questions and answers (Q&A)
• Available presentation topics include
• Treadway Tire case, foremen’s perspective
• Treadway Tire case, management’s perspective
• Moods and emotions (in Ch. 3)
• Diversity (in Ch. 4)
• Your topic: group-proposed, Andrew-approved
• Aspects of presentation
• Visual aids
• How could this PowerPoint deck be improved?
• Other important aspects?

11. Motivating Work Setting: Intro
• Job design: linking specific tasks to specific jobs, and deciding
how these tasks should be performed
• Later in chapter: Goal setting
• Early approach: scientific management
• Taylor (1911)
• Job simplification
• Job specialization
• Closely associated with:
• Pay for performance
• Extrinsic motivation

12. Intrinsically Motivating Work
• More recent approaches to job design pay attention to intrinsic
motivation
• Consider this study
• Participants do puzzles
• One group gets $, the other gets 0
• Experimenter announces pause in study, leaves room
• Participants are still observed
• Which group is more motivated to do?
• Study by Edward Deci
• Described by Dan Pink in his book Drive (and in videos?)

13. Job Design: Job Characteristics Model
• Make jobs bigger and “better”
• Job enlargement: more tasks
• Job enrichment: more control
• Five “good” characteristics:
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback
• Theorized outcomes:
• Intrinsic motivation, job performance, job satisfaction, attendance
• Empirical support: modest

14. Social Information Processing Model
• How do employees perceive and respond to job design?
• Influenced by social environment
• Other people provide employee with cues as to how to view job and
outcomes
• Empirical evidence for this influence
• But influence may diminish over time
• Also influenced by past behaviors of employee
• e.g., employee values job because it required advanced study

15. Goal Setting Theory
• Goal: what an individual is trying to accomplish
• c.f. objective of the organization
• Goal-setting theory
• Two characteristics of “good” goals
• Specificity
• Difficulty
• Good empirical support…
• But every theory has limits
• Management by Objectives
• MBO is a specific implementation of goal-setting theory
• Contrast in use of the term objective
• Yes, management jargon can be confusing

16. Looking Forward to Next Week
• Paper 1
• Assignment on Canvas
• Everest Simulation
• Part of Harvard Coursepack
• Web-based
• So bring wireless laptop if possible

17. Looking Further Forward
• Syllabus V1.1: changes to Schedule*
• Feb 17: Chapter-heavy*
• Feb 24: Groups present on
• Treadway case
• Chapter material: moods and emotions; diversity*
• Other topics
• Mar 2: Exam 1 (bring laptop)
• Will post past exam(s)
• Mar 9: Spring Break!

18. Standard Closing
• Anything else I should say to the whole class?
• Rest of evening
• Safe home
• Enjoy
• Anything you’d like to discuss with me?
• As individual or group