Week Three Lecture Notes

Front 1

Competitive salary

Back 1

Most of our competitors don't pay much either.

Front 2

Join our fast paced company

Back 2

we have no time to train you

Front 3

Casual work atmosphere

Back 3

you'll be here very late, very often - might as well be comfortable.

Front 4

Must be deadline-oriented

Back 4

your first four projects are already way overdue.

Front 5

Some overtime require

Back 5

did we mention that you'll be here very late, very often? And most weekends

Front 6

Duties will vary

Back 6

anyone in the office can boss you around.

Front 7

Must have an eye for detail

Back 7

We have no quality control

Front 8

Career minded

Back 8

female applicants must be childless

Front 9

No Phone calls please

Back 9

This job listing is just a legal formality the position was filled by some executives nephew

Front 10

Seeking candidates with a wide rage of experience

Back 10

Due to consolidation, you'll be replacing three people.

Front 11

What are the 4 types of psychological contracts?

Back 11

Relational - a fair days work for a fair days pay over long term.

Transactional - flexible, mutually beneficial partnership for as long as the partnership is necessary

Balanced - if you contribute consistently, we will offer you a reward mix that balance your needs and ours

Transitional - If you work harder than before we may be able to keep you on...

Front 12

Equity theory - distributive justice

Back 12

your output and input vs other workers

Front 13

Factors in individual performance

Back 13

P = (ability x motivation x others)

P = ( motivation x Ability x Conditions x Expectation)

Motivation (external and internal)

Ability (innate plus training)

Conditions (technology, work processes, org culture etc).

Expectations (pygmalion effect, psychological contract)

Front 14

Motivation a surrogate for meaning

Back 14

Motivation only became an issue for management and organization theories when meaning either disappeared or was lost from work;

Loss of meaning of work is immediately concerned with the increasing amount of fragmentation and splitting, with the way work is organised in the majority of our Western enterprises.

Motivation theories reduce the complexities of social reality into the exclusive concerns of satisfaction and effectiveness.

GOAL - a satisfaction lacking any values, meaning and fulfilment of life.

Front 15

Motivation

Back 15

The well springs of motivation remain a matter of great dispute in Western management though.

Front 16

What are the two main theoretical approaches to motivation

Back 16

Content or needs theories

Process theories

Front 17

What is Maslows Hierarchy of needs

Back 17

Classic economic theory, based as it is on an inadequate theory of human motivation, could be revolutionized by accepting the reality of higher human needs, including the impulse to self actualization and love for the highest values.

Is there a salience of individual need hierarchies - do we all put equal weight on specific needs?

According to maslow there are three lower order or deficiency needs (psysiological needs, safety and social) and two higher order ( ego or esteem needs and self actualization)

Conclude that there would be a significant difference in variation of weight that people attached to particular needs, depending on their situation and perceptions. consequently any given type of reward may well have radically different need - satisfaction value for different employees.

Front 18

What is the Alderfer's ERG needs theory

Back 18

ERG theory reduced Maslow's seven needs to three:

1. Existence (akin to physiological needs)

2. Relatedness (represent need for interpersonal and social affiliation - social needs)

3. Growth (these relate to the need to make optimal use of one's personal capacities; They parallel Maslow's need for self actualisation.

Alderfer suggested that several needs drivers might be active at any time. Also asserted that an already satisfied lower-level need could be reactivated if the individual was unable to satisfy a higher order need = frustration regression.

To minimise frustration regression managers should seek to eliminate any situational constraint that might restrict opportunities for personal growth and development

Front 19

What is McClelland's achievement Needs theory

Back 19

Whereas Maslows model emphasised innate needs, achievement motivation theory points to the primacy of acquired needs:

1. Need for affiliation (family, friends, relationships)

2. Need for achievement : the desire to excel and succeed.

3. Need for power - the desire to influence, control and direct.

These needs emerge over time through experience.

Needs vary at different levels of hierarchy.

A Western bias in weighting of needs?

Front 20

Content/Needs theory - Hertzbergs two factor theory

Back 20

Herzbergs two factor theory seeks to overcome some of the practical shortcomings of Maslows model by pinpointing the factors that cause job satisfaction and dissatisfaction.

Hertzberg asserts two distinct sets of factions influence work behaviours -

1. hygiene factors ( Relating to job context, including working conditions, pay, supervision, status, security, interpersonal work relations and employer policy and administrators.

Hygiene factors do no motivate or satisfy but they do forestall dissatisfaction. lack of them causes dissatisfaction but presence does not cause satisfaction.

2. Motivators are cove the individuals psychological need for achievement, recognition, intrinsic interest of work, responsibility and advancement.

Five motivators

1. achievement

2. recognition

3. interesting work

4. responsibility

5. advancement

are satisfiers and determine positive job satisfaction.

To maximise satisfaction (and motivation) managers have to achieve two distinct outcomes simultaneously: maximise satisfaction by improving job content variables and minimise job dissatisfaction by improving job context variables.

States that pay is a hygiene factor and not a motivator. This is not necessarily the case. Does highlight the need for intrinsic rewards (e.g. special projects, recognition etc).

Front 21

Content/ Needs Theory - Job characteristic model

Back 21

Identify the specific job characteristics that give rise to intrinsic motivation. Their job characteristics model identifies five core job dimensions.

1. task identity - the extent to which the worker is able to perform a complete cycle of tasks.

2. Task significance - the overall status and importance of the job.

3. Skill variety.

4. autonomy - the extent to which workers can decide for themselves how the job will be performed.

5. feedback - the extent of feedback from supervisors and co-workers on the quantity and quality of work.

Jobs high in these dimensions will induce three critical psychological states which will be intrinsically motivating but will only work for those who have high achievement needs.

Front 22

Needs theory summary

Back 22

Needs theories are useful for their distinction between higher and lower order needs. The higher order needs require different modes of satisfaction from lower order needs. They should be addressed and managed in different ways.

SHORTCOMINGS --

assumption of universally applicable set of human needs.

Assumption that Workplace is the only place for needs fulfilment

Underestimate the motivational potency of extrinsic rewards (including financial).

Want to conform to hierarchy but needs seem to be more flexible, less ordered and predictable.

Assume link between needs and behaviour is direct and automatic rather than mediated by human consciousness, values and choice.

Even if we all have the same needs to satisfy we may each prioritise them differently and choose different pathways to satisfy them.

Front 23

What are the main process theories?

Back 23

1. Behaviourism (reinforcement theory)

2. Expectancy theory

3. Goal-setting theory (MBO)

4. Cognitive evaluation theory.