Motivation In Organizations Chapter

Motivation In Organizationsmotivation In Organizationschapter 7chapte

Motivation in Organizations * Motivation in Organizations Chapter 7 Chapter 7 Preview: Motivation in Organizations What do individuals need to do to meet a personal goal? What are the most important sources of work motivation (e.g., money? recognition? other?) What do you think makes for effective goal-setting? What happens when people feel that they are underpaid compared to their peers? What do people need to believe about a possible reward, in order for it to be motivating? Components of motivation: What are the basic components of motivation?

Page Ref: 214 Motivation: What motivates people to work? What are the most important sources of work motivation? Page Ref: 215 Guidelines for setting effective performance goals: What are they? Page Ref: Equity Theory: What are some possible reactions to inequity? Page Ref: Expectancy Theory: What are the three types of beliefs that people have, and what do they mean? Page Ref: 230 Learning Objectives Define motivation and explain its importance in the field of organizational behavior. Identify and explain the conditions through which goal setting can be used to improve job performance. Learning Objectives Describe equity theory and how it may be applied to motivating people in organizations. Describe expectancy theory and how it may be applied in organizations. Today’s Agenda Motivation Goal Setting Equity Theory Expectancy Theory Today’s Agenda Motivation Goal Setting Equity Theory Expectancy Theory The set of processes that arouse direct, and maintain human behavior toward attaining some goal Motivation Motivation Components Motivation Key Points Motivation and job performance are not synonymous Motivation is multifaceted People are motivated by more than just money What Motivates You to Work? What Motivates People to Work? Today’s Agenda Motivation Goal Setting Equity Theory Expectancy Theory Goal Setting Goal Setting Do you have goals? Have you been successful in meeting them? What do you think are important characteristics of attainable goals? How does it make you feel to achieve goals? Goal Setting Guidelines For Managers Assign specific goals Assign difficult, but acceptable, performance goals stretch goals Provide feedback on goal attainment Today’s Agenda Motivation Goal Setting Equity Theory Expectancy Theory Equity Theory People strive to maintain ratios of their own outcomes (rewards) to their own inputs (contributions) that are equal to the outcome / input ratios of others with whom they compare themselves Equity Theory Possible Reactions to Inequity Equity Theory Managerial Implications Avoid underpayment Avoid overpayment Be honest and open with employees Equity Theory Pay Practices in the News Pay Practices at Reddit, Google and Gravity Payments Equity Theory Pay Practices in the News Questions to consider: What do you think about the idea of banning salary negotiations at Reddit? Google’s “unfair on purpose†policy? Specific Gravity’s “equal pay†policy? What about Equity Theory and Distributive Justice? Today’s Agenda Motivation Goal Setting Equity Theory Expectancy Theory Expectancy Theory Definitions Expectancy: Will my efforts lead to performance? Instrumentality: Will I be rewarded for good performance? Valence: Do I value the potential reward? Expectancy Theory Other Job Performance Determinants Skills and abilities Role perceptions Opportunities to perform Managerial Implications Help ensure that effort will lead to performance Training Eliminate obstacles Clearly link performance and valued rewards Pay-for-performance plans Incentive stock option Provide rewards that are valued by employees Chapter 7 Review: Motivation in Organizations Components of motivation: What are the basic components of motivation? Motivation: What motivates people to work? What are the most important sources of work motivation? What are the guidelines for setting effective performance goals? Equity Theory: What are some possible reactions to inequity? Expectancy Theory: What are the three types of beliefs that people have, and what do they mean? Components of motivation: What are the basic components of motivation? Page Ref: 214 Motivation: What motivates people to work? What are the most important sources of work motivation? Page Ref: 215 Guidelines for setting effective performance goals: What are they? Page Ref: Equity Theory: What are some possible reactions to inequity? Page Ref: Expectancy Theory: What are the three types of beliefs that people have, and what do they mean? Page Ref: 230 Questions / Comments? ORGANIZATIONAL CULTURE, CREATIVITY, AND INNOVATION Chapter 14 Organizational Culture: What does the term “organizational culture†mean to you? In what ways can organizational cultures be different? How do think that organization culture is established or changed? How would you define innovation? What is necessary for someone to be creative? The Competing Values Framework: What are the four quadrants of the competing values framework and what do they mean? Page Ref: Organizational Culture: What is the definition of organizational culture? How is organizational culture created? Page Ref: 481 and Innovation: What is the definition of innovation? Page Ref: 504 Creativity: What are the three basic components of creativity? Page Ref: Define organizational culture, and identify its core characteristics and the various functions it serves in organizations. Describe the four forms of organizational culture specified by the competing values framework. Explain the factors responsible for creating and transmitting organizational culture, as well as those for making it change. Define creativity and describe the basic components of individual and team creativity. Identify the basic forms and targets of innovation and the stages of the innovation process. TODAY’S AGENDA Organizational Culture Creating, Transmitting & Changing Culture Creativity Innovation TODAY’S AGENDA Organizational Culture Creating, Transmitting & Changing Culture Creativity Innovation A cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by organization members. A set of basic assumptions shared by members of an organization. Sensitivity to Others Interest in New Ideas Willingness to Take Risks The Value Placed on People Openness of Communication Friendliness and Congeniality Sensitivity to others – Many branches of the government have traditionally been seen as closed / arrogant. This is changing somewhat. Interest in new ideas – My experience at Siemens with hiring plant manager. Openness of Communication – my example of Intel vs. Unisys. Friendliness and Congeniality – my experience at CSUSB. The culture at Amazon is generally seen as more competitive. ORGANIZATIONAL CULTURE Does CSUSB have a culture? Do different colleges or different classrooms have different subcultures? Inside Amazon: Wrestling Big Ideas in a Bruising Workplace What are the most pronounced characteristics of Amazon’s culture? How do you believe the culture originated? Do you believe that the culture has served the company in achieving its goals? Would you fit in well in Amazon’s culture? TODAY’S AGENDA Organizational Culture Creating, Transmitting & Changing Culture Creativity Innovation Company Founders Experiences with the External Environment Sony Betamax vs. JHV VHS () Sony Blu-ray vs. Toshiba HD DVD () Symbols Slogans Stories Jargon Ceremonies Statements of principle Just do it. The Few, The Proud, The… The happiest place on earth. Eat Fresh. Taste the Rainbow American by Birth. Rebel by Choice. Think Different. I’m Lovin’ It Nike Marines Disneyland Subway Skittles Harley Davidson Apple McDonalds Composition of workforce Mergers and acquisitions Strategic cultural change Responding to the Internet TODAY’S AGENDA Organizational Culture Creating, Transmitting & Changing Culture Creativity Innovation GROUP CREATIVITY The process by which individuals or teams produce novel and useful ideas. TODAY’S AGENDA Organizational Culture Creating, Transmitting & Changing Culture Creativity Innovation The process by which individuals or teams produce novel and useful ideas. * TODAY’S AGENDA Organizational Culture Creating, Transmitting & Changing Culture Creativity Innovation The successful implementation of creative ideas within an organization Product Service Process Marketing Supply chain Business model Organizational TODAY’S AGENDA - RECAP Organizational Culture Creating, Transmitting & Changing Culture Creativity Innovation Questions?

Paper For Above instruction

Motivation plays a fundamental role in organizational behavior, influencing both individual performance and overall organizational effectiveness. Understanding what motivates employees, the components of motivation, and how organizations can foster a motivating environment are crucial for managerial success. This paper explores key theories of motivation including goal setting, equity, and expectancy theories, as well as the importance of organizational culture, creativity, and innovation in fostering motivated employees and achieving organizational goals.

Motivation refers to the set of processes that arouse, direct, and sustain human behavior towards attaining specific goals. It is a multifaceted phenomenon influenced by intrinsic and extrinsic factors, including personal needs, goals, rewards, recognition, and the work environment. Motivation is essential because it directly impacts job performance, employee satisfaction, retention, and overall organizational success.

One of the foundational models of motivation is goal setting. Effective goal setting involves establishing specific, challenging, yet attainable objectives that motivate employees to perform at their best. Goals should be clear, measurable, and accompanied by feedback, which helps employees understand progress and stay engaged. Managers are encouraged to assign goals that stretch employees' abilities without being impossible, providing them with a sense of accomplishment when reached (Locke & Latham, 2002). The SMART criteria—specific, measurable, achievable, relevant, and time-bound—are often used to craft effective goals.

Equity theory emphasizes the importance of fairness in the workplace. Employees compare their outcomes and inputs to those of others, and perceived inequities can lead to demotivation or attempts to restore balance through various reactions. Possible responses include adjusting effort, seeking higher rewards, or even altering perceptions of fairness. Managers can mitigate inequity by maintaining transparency, avoiding under- or overpayment, and promoting open communication, thereby fostering a sense of justice and motivation among employees (Adams, 1965).

Expectancy theory proposes that motivation depends on three key beliefs: expectancy (effort leads to performance), instrumentality (performance leads to rewards), and valence (the value placed on rewards). Employees are motivated when they believe their effort will result in desired performance, that good performance will be rewarded, and that rewards are meaningful to them. Managers can influence these beliefs by providing necessary resources, eliminating obstacles, and offering rewards that are valued (Vroom, 1964).

The role of organizational culture cannot be overstated in fostering motivation. A culture that values openness, innovation, teamwork, and recognition enhances employee engagement and motivation. Different organizations cultivate unique cultures, as exemplified by Amazon’s competitive environment or CSUSB’s collaborative atmosphere. Symbols, stories, slogans, and shared values communicate organizational culture, influencing employee behavior and motivation.

Creativity and innovation are integral to maintaining a motivated workforce. Creativity involves generating novel and useful ideas, while innovation is the implementation of these ideas into organizational processes, products, or services. Both require a supportive culture that encourages risk-taking, openness to new ideas, and collaboration. The stages of innovation include idea generation, development, implementation, and diffusion. Organizations that succeed in fostering creativity and innovation can better adapt to external changes and sustain competitive advantages (Amabile, 1996).

Furthermore, decision-making practices within organizations, whether top-down or empowered group decisions, significantly influence motivation. Participative decision-making enhances employees’ sense of ownership and intrinsic motivation, whereas authoritarian approaches might suppress initiative. Recognizing biases and groupthink, and ensuring inclusive processes, can lead to more effective and motivating decision environments.

In conclusion, understanding motivation in organizations requires a comprehensive approach that considers multiple theoretical perspectives, organizational culture, creativity, and decision-making processes. Effective managers foster motivation by setting clear goals, ensuring fairness, providing valuable rewards, cultivating an inspiring culture, and encouraging innovation. These elements collectively contribute to employees’ engagement, satisfaction, and performance, ultimately driving organizational success.

References

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