Bài giảng Organizational behavior - Chapter 6: Motivation I: Needs, Job Design, and Satisfaction

Motivation I: Needs, Job Design, and SatisfactionChapter SixAfter reading the material in this chapter, you should be able to:LO6.1 Discuss the integrated model of motivation.LO6.2 Contrast Maslow’s and McClelland’s need theories.LO6.3 Describe three conceptually different approaches to job design.After reading the material in this chapter, you should be able to:LO6.4 Review the personal and contextual factors that contribute to employee engagement and its consequences.LO6.5 Discuss the causes and consequences of job satisfaction.LO6.6 Identify the causes of counterproductive work behavior and measures to prevent itFundamentals of Employee MotivationMotivation psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directedAn Integrated Model of MotivationMcClelland’s Need Theory Need for achievementDesire to accomplish something difficult.Need for affiliationspend more time maintaining social relationships, joining groups, and wanting to be lovedNeed for powerDesire to Influence, coach, teach, or encourage others to achieve.Motivating Employees Through Job DesignJob Design any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivityHerzberg’s Motivator-Hygiene ModelTop-Down Approaches: Job EnrichmentJob enrichment Modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancementThe Job Characteristics ModelForms of Job CraftingTable 6-1Causes of Job SatisfactionNeed fulfillmentextent to which the characteristics of a job allow an individual to fulfill his or her needsDiscrepanciessatisfaction is a result of met expectationsValue attainmentExtent to which a job allows fulfillment of one’s work valuesCauses of Job SatisfactionEquity: satisfactionis a function of how “fairly” an individual is treated at workDispositional/Genetic Componentssatisfaction is partly a function of both personal traits and genetic factorsCorrelates of Job SatisfactionOrganizational commitmentreflects the extent to which an individual identifies with an organization and is committed to its goalsOrganizational citizenship behavioremployee behaviors that exceed work-role requirementsCounterproductive Work BehaviorCounterproductive work behavior represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.theft, gossiping, back-stabbing, drug and alcohol abuse, destroying organizational property, violence, tardiness, sabotage, and sexual harassment