UNIT 4

Employee Motivation, Satisfaction

and Commitment, Fairness and
Diversity
Prepared By
Mr.G.RAGU, M.Tech.,M.B.A.,PGDIM.,(Ph.D)
Assistant Professor
CSE
• Motivation (M) Concerns the conditions responsible for variations in
intensity, persistence, quality, and direction of ongoing behavior.

• The motivation of workers has been a key interest for I-O

psychologists for a hundred years (Munsterberg, 1913).
• Latham and his colleagues (Latham & Budworth, 2007; Latham &
Pinder, 2005) have reviewed the 100-year history of motivation
research in I-O psychology.
• Dynamic computer screens help to prevent boredom and keep workers
engaged and motivated.

• Today’s auto plants and textile mills are very different, with substantial
automation and liberal use of robots to free the human operator from
much of the boredom and danger of factory work.

• A great deal of the work of both managerial and nonmanagerial

employees is done by computers with dynamic displays, multiple tabs,
touch screens, and elaborate menus.
• https://www.youtube.com/watch?v=OxEf4Bqs4-o
• Instinct - Inborn tendency that is thought to direct behavior.

• Need - Internal motivation that is thought to be inborn and universally

present in humans.

• Drive - Nonhuman equivalent of “motives” and “needs.”

• Behaviorist approach -Approach developed by B. F. Skinner that
placed the emphasis for behavior and directed activity directly on
the environment rather than on any internal needs or instincts.

• Field theory - Approach developed by Kurt Lewin, who proposed that

various forces in the psychological environment interacted and
combined to yield a final course of action.
• Group dynamics - Field that grew out of the application of Kurt
Lewin’s field theory to industry.
Diversity
• Differences in demographic characteristics; also includes differences in
values, abilities, interests, and experiences.

• A diverse workforce is one that includes managers and workers who

are both old and young; male and female; white, African-American,
Hispanic, and Asian.
• The term “multinational” also appears frequently to describe a
diversity of nationalities (as opposed to skin color, gender, or age).
• Diversity refers to differences in demographic characteristics as well
as differences in psychological characteristics including values,
abilities, and experiences.
• “multicultural.”
The Dynamics of Diversity
• Relational demography The relative makeup of various demographic
characteristics in particular work groups.

• Pfeffer (1983) coined the term relational demography to describe the method by
which work groups—and, by extension, organizations—are composed and
changed.
• If an organization attempts to populate itself according to some formal or
informal plan (e.g., creative, flexible, or conscientious people),
these attempts will influence such things as recruiting, hiring, leadership,
motivation, satisfaction, productivity, communication, and turnover (Landy, 2001).
• For example, Tsui and colleagues found that as work groups increased in
racial and gender diversity, absenteeism and turnover increased (Tsui,
Egan, & O’Reilly, 1991; Tsui & O’Reilly, 1989).
• The simplest way to interpret such findings is that as demographic
diversity increases, so do variations in values, abilities, and motivations.
• Because individuals might prefer homogeneity to diversity, they may stay
away from work more often (see Hulin’s work on withdrawal mechanism
that we reviewed in Chapter 9) or
• even change jobs (Hulin’s job withdrawal mechanism) as a way to avoid
the conflicting values and interests that characterize a diverse workplace.
• there is a tendency for work groups to seek homogeneity rather than
diversity. Individuals generally prefer to associate with others who
share their interests and values (Schneider, Goldstein, & Smith, 1995);
• Herriot and Pemberton (1995) explained why group members appear to value homogeneity over
diversity.
They suggested that the following difficulties exist in diverse groups:
1. Others do not agree with your vision or goals.
2. Differences in visions and goals are the result of differences in values. When values
are threatened, the result is defensive behavior.
3. When there are differences in vision and goals, there are disagreements about which
projects to undertake and how to spend time and money.
4. Different visions are often associated with different analyses of the situation, leading
to unproductive communication.
5. Differences in expertise and knowledge lead to disagreement about methods and
procedures.
Group and Multicultural Diversity
• The findings described above create a dilemma for organizations. Although some individuals find
a diverse work environment stimulating and enjoyable, it appears that workers are generally
happier, more committed, and more effective when they work with others who are “like” them.
• In the past, even if there was some diversity at work, the solitary nature of most work allowed
workers to largely ignore the differences in values and interests between themselves and their
co-workers.
• But that is no longer possible, for three reasons.
• First, work is no longer solitary. One way or another, many if not most workers will
be in group or team environments for at least part of the workweek.
• Second, whether or not an employer finds this desirable, a demographic revolution is occurring
at the workplace. Virtually every country has an aging workforce, which is a function of a much
greater number of older individuals in the workforce than was the case 20 years ago.
• Thus, whether an organization seeks to increase age diversity or not, it is
happening.
• In addition, various social, political, and economic shifts—precipitated by
agreements like the North American Free Trade Agreement (NAFTA) and
European Union laws that guarantee freedom of movement of people
among member states—are breaking down national borders and resulting
in more culturally diverse work environments.
• Finally, the very existence of multinational corporations and a global
economy suggests that work relationships will become increasingly diverse
through events such as international mergers, joint ventures, and
acquisitions (Jackson & Schuler, 2003).
• Assimilation model - Model for addressing diversity that recruits,
selects, trains, and motivates employees so that they share the same
values and culture.
• Protection model - Model for addressing diversity that identifies
disadvantaged and underrepresented groups and provides special
protections for them.
• Value model - Model for addressing diversity in which each element
of an organization is valued for what it uniquely brings to the
organization.
• Inclusion - The degree to which individuals feel safe, valued, and able
to be authentic at work both as individuals and as members of various
groups.
THANK YOU