EMBA 225 Week 1

The Individual:
Attitudes, Values
and Motivation
What are attitudes?

Attitudes Cognitive Component

The opinion or belief segment
Evaluative of an attitude
statements or
judgments Affective Component
concerning
objects, people, The emotional or feeling segment
or events of an attitude

Behavioral Component
An intention to behave in a certain
way toward someone or something
Types of Attitudes

Job Satisfaction
A collection of positive and/or negative feelings that an
individual holds toward his or her job

Job Involvement
Identifying with the job, actively participating in it, and
considering performance important to self-worth

Organizational Commitment
Identifying with a particular organization and its goals,
and wishing to maintain membership in the organization
(Affective, Normative, and Continuance Commitment)
Types of Attitudes, cont’d

Perceived Organizational Support

Degree to which employees feel the organization cares
about their well-being

Employee Engagement
An individual’s involvement with, satisfaction with,
and enthusiasm for the organization
 Expressing Dissatisfaction

Exit Voice
Behavior directed toward Active and constructive
leaving the organization attempts to improve
conditions

Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve worsen
Types of Values

Terminal Values
Desirable end-states of
existence; the goals that a
person would like to
achieve during his or her
lifetime

Instrumental Values
Preferable modes of behavior
or means of achieving one’s
terminal values
What Is Motivation?

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

1. Intensity: How hard a person tries

2. Direction: Toward beneficial goal
3. Persistence: How long a person tries
Performance = f(A x M x O)
Hierarchy of Needs Theory (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.
Maslow’s Hierarchy of Needs
Lower-Order Needs Higher-Order Needs
Needs that are satisfied Needs that are satisfied
externally; physiological internally; social, esteem,
and safety needs Self and self-actualization
needs
Esteem

Social

Safety

Physiological
 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
Reinforcement

 Positive reinforcement
– Providing a reward for a desired behavior
 Negative reinforcement
– Removing an unpleasant consequence when the
desired behavior occurs
 *Punishment
– Applying an undesirable condition to eliminate an
undesirable behavior

*(NOTE: THIS IS NOT THE SAME AS NEGATIVE

REINFORCEMENT)
 Herzberg’s Two-Factor Theory
Both Hygiene Factors & Motivators are
Important
Hygiene
Factors Separate Constructs Motivators
– Hygiene Factors—Extrinsic
•Salary and Related to Dissatisfaction •Achievement

•Work – Motivation Factors—Intrinsic

•Responsibility
and Related to Satisfaction
Conditions •Growth
•Perks
(free dry
cleaning,
coffee,
snacks,
etc.)
What Is MBO?

Management by Objectives (MBO)

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

Key Elements
1. Goal specificity
2. Participative decision making
3. An explicit time period
4. Performance feedback
Cascading of Objectives
Equity Theory

Equity Theory
Individuals compare their job inputs and outcomes with
those of others and then respond to eliminate any
inequities

Referent
Comparisons:
•Self-inside
•Self-outside
•Other-inside
•Other-outside
Choices For Dealing With Inequity

1. Change inputs (slack off)

2. Change outcomes (increase output)
3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person
6. Leave the field (quit the job)
 Equity and Justice

Distributive Justice
Perceived fairness of the
outcome (the final distribution) Procedural Justice
“Who got what?” Perceived fairness of the
process used to determine
the outcome (the final
distribution)
Interactional Justice “How was who gets what
The degree to which one is decided?”
treated with dignity and
respect.
“Was I treated well?”
Job Design and Scheduling

Job Rotation (e.g., “Cross-training”)

The periodic shifting of a worker from
one task to another

Job Enlargement
The long-term horizontal
expansion of jobs

Job Enrichment
The long-term vertical expansion
of jobs
Alternative Work Arrangements
Flextime
Employees work during a common core time period each
day but have discretion in forming their total workday from
a flexible set of hours outside the core.

Job Sharing
The practice of having two or more people split a 40-
hour-a-week job
Example of a Flextime Schedule
Alternative Work Arrangements, cont.

Telecommuting
Employees do their work at home on a computer that is
linked to their office.

Categories of Telecommuting Jobs

• Routine information-handling tasks
• Mobile activities
• Professional and other knowledge-
related tasks
Telecommuting
 Advantages  Disadvantages
– Larger labor pool (Employer)
– Less direct supervision
– Higher productivity
of employees
– Less turnover
– Difficult to coordinate
– Improved morale teamwork
– Reduced office-space – Difficult to evaluate
costs non-quantitative
performance
What Is Employee Involvement (EI)?
Employee Involvement Program
A participative process that uses the entire capacity of
employees and is designed to encourage increased
commitment to the organization’s success
Linking EI Programs and Motivation Theories

Theory Y
Two-Factor
(Believing Employee
Theory
Employees Involvement
Want to Be Programs (Intrinsic
Motivation)
Involved)

ERG Theory
(Employee
Needs)
Rewarding Employees: Four Aspects

•What to Pay (Internal vs. external equity)

•How to Pay (e.g., Piece rate, merit based, bonuses,
profit sharing, gain sharing, ESOPs, skill-based pay)
•What Benefits to Offer (e.g., Flexible benefits)
•How to Recognize Employees
Rewarding Employees: Variable Pay Programs

Variable Pay Programs

A portion of an employee’s pay is based on some
individual and/or organization measure of performance.
• Piece rate pay plans
• Profit sharing plans
• Gain sharing plans
Variable Pay Programs (cont’d)
Piece Rate Pay Plans
Workers are paid a fixed sum for each
unit of production completed.

Profit Sharing Plans

Organization-wide programs that distribute compensation
based on some established formula designed around a
company’s profitability

Gain Sharing
An incentive plan in which improvements in group
productivity determine the total amount of money that is
allocated.
Rewarding Employees

Employee Stock Ownership Plans (ESOPs)

Company-established benefit plans in which employees
acquire stock as part of their benefits.
Skill-based Pay Plans

Pay levels are based on how many skills employees

have or how many jobs they can do.
Linking Skill-based Plans and Motivation Theories

Equity
Reinforcement Skill-based Pay
Theory Plans Theory

McClelland’s
ERG Theory
Need for
(Growth)
Achievement
Flexible Benefits

Employees tailor their benefit program to meet

their personal need by picking and choosing
from a menu of benefit options.
 Employee Recognition Programs
 Intrinsic rewards: Stimulate Intrinsic Motivation
– Personal attention given to employee
– Approval and appreciation for a job well done
– Growing in popularity and usage
 Benefits of Programs
– Fulfill employees’ desire for recognition
– ***Inexpensive to implement ***
– Encourages repetition of desired
behaviors
 Drawbacks of Programs
– Susceptible to manipulation by management
– You HAVE to be sincere and make it open to all