MN 5201 Organisational Behaviour & Management

Lecture 6
Employee Satisfaction and Motivation

Dushan Jayawickrama
Department of Marketing Management
Faculty of Management Studies and Commerce
University of Sri Jayewardenepura
What
What is
is Motivation?
Motivation?

Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort
toward attaining a goal.

Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2. Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
3.
3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
What Is Motivation?

Direction

Intensity Persistence
 Activity 1
Time: 20 minutes

What Motivates Workers in Organisations

• Form two groups (4 members in each)

• Group 1 is to select the following topic:

“Employees in an organisation can be motivated
with monetary benefits”

Group 2 is to choose the Opposition of this

topic
 Activity 1
Time: 20 minutes

Condition:
• Each group has10 minutes to debate their topic
Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs
—physiological, safety, social,
esteem, and self-actualization; as
each need is substantially
satisfied, the next need becomes
dominant.

Self-Actualization
The drive to become what one is capable of
becoming.
 Maslow’s
Maslow’s Hierarchy
Hierarchy of
of Needs
Needs
Lower-Order Needs Higher-Order Needs
Needs that are satisfied Needs that are satisfied
externally; physiological internally; social, esteem,
and safety needs. and self-actualization
Self needs.

Esteem

Social

Safety

Physiological
E X H I B I T 6–1
E X H I B I T 6–1
 Assumptions
Assumptions of
of Maslow’s
Maslow’s Hierarchy
Hierarchy

Movement up the Pyramid

• Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.

• Individuals
Maslow
MaslowApplication:
Application:
therefore must
move up the AAhomeless
homelessperson
person
hierarchy in order will
willnot
notbe
bemotivated
motivatedto
to
meditate!
meditate!
 Having Little Ambition

Theory X Disliking Work

Managers See Workers As…

Avoiding Responsibility

Self-Directed

Theory Y
Enjoying Work
Managers See Workers As…

Accepting Responsibility
 Herzberg’s
Herzberg’s Two-Factor
Two-Factor Theory
Theory
Bottom Line: Satisfaction and Dissatisfaction
are not Opposite Ends of the Same Thing!

Hygiene
Factors: Separate constructs Motivators:
• Salary – Hygiene Factors--- • Achievement
• Work
Extrinsic & Related to • Responsibili
Dissatisfaction ty
Conditio
ns • Growth
• Company – Motivation Factors---
Policies Intrinsic and Related to
Satisfaction
 David
David McClelland’s
McClelland’s Theory
Theory of
of Needs
Needs

Need for Achievement Need for Affiliation

The drive to excel, to achieve The desire for friendly
in relation to a set of and close personal
standards, to strive to relationships.
succeed.

Need for Power Bottom Line:

The need to make others
behave in a way that they
would not have behaved
otherwise.
Individuals have
different levels of
needs in each of these
areas, and those
levels will drive their
behavior
Activity 1
Time: 20 minutes

What motivates us ‘emaployees’

In groups:
In light of the three theories, discuss how employees
in your organisation can be motivated? Provide
specific examples.
Matching
Matching High
HighAchievers
Achievers and
and Jobs
Jobs
Cognitive
Cognitive Evaluation
Evaluation Theory
Theory

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that
had been previously only intrinsically rewarding
tends to decrease the overall level of motivation.
The theory may only be relevant to
jobs that are neither extremely Hint: For this theory,
dull nor extremely interesting. think about how fun it
is to read in the
summer, but once
reading is assigned to
you for a grade, you
don’t want to do it!
 Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)
Basic Premise: That specific and difficult
goals, with self-generated feedback, lead to
higher performance.
But, the relationship between goals and
performance will depend on
• goal commitment
– “I want to do it & I can do it”
• task characteristics (simple, well-learned)
• national culture
Goal
Goal Setting
Setting in
inAction:
Action: MBO
MBO Programs
Programs

Management
ManagementBy
ByObjectives
ObjectivesPrograms
Programs
••Company
Companywide
widegoals
goals&&objectives
objectives
••Goals
Goalsaligned
alignedat
atall
alllevels
levels
••Based
Basedon
onGoal
GoalSetting
SettingTheory
Theory
What
What is
is MBO?
MBO?

Management by Objectives (MBO)

A program that encompasses specific goals,
participatively set, for an explicit time period,
with feedback on goal progress.

Key
KeyElements
Elements
1.
1. Goal
Goalspecificity
specificity
2.
2. Participative
Participativedecision
decisionmaking
making
3.
3. An
Anexplicit
explicittime
timeperiod
period
4.
4. Performance
Performancefeedback
feedback
Why
Why MBOs
MBOs Fail
Fail
 Unrealistic expectations about MBO results
 Lack of commitment by top management
 Failure to allocate reward properly
 Cultural incompatibilities
Equity
Equity Theory/Organizational
Theory/Organizational Justice
Justice
A theory that says that individuals compare their job
inputs and outcomes with those of others and then
respond to eliminate any inequities.
a. Self–inside - An employee’s experiences in a different position
inside the employee’s current organization.
b. Self–outside - An employee’s experiences in a situation or
position outside the employee’s current organization.
c. Other–inside - Another individual or group of individuals inside
the employee’s organization.
d. Other–outside - Another individual or group of individuals
outside the employee’s organization.
 Three
Three types
types of
of Justice
Justice
Distributive Justice Procedural Justice
Perceived fairness of the The perceived fairness of
outcome (the final the process used to
distribution). determine the outcome
“Who got what?” (the final distribution).
“How was who gets what
decided?”

Interactional Justice
The degree to which one
is treated with dignity
and respect.
“Was I treated well?”
Activity 2
Time: 40 minutes

Workplace Justice
In groups:
CASE INCIDENT: Bullying Bosses
 Expectancy
Expectancy Theory
Theory

Ethical Values and

Behaviors of Leaders

Bottom line
• All three links between the boxes must be intact or
motivation will not occur. Thus,
• Individuals must feel that if they try, they can perform
And
• If they perform, they will be rewarded
And
• When they are rewarded, the reward will be something
they care about