Extensive summary 1.7C People at Work (all literature)
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Course
1.7 People at Work (FSWP1070A)
Institution
Erasmus Universiteit Rotterdam (EUR)
This summary includes all literate from block 1.7C People at Work. Also, it includes graphs and figures which are very helpful in understanding the material. Using this summary, I obtained an 8.4 for my exam.
1.7C People at Work Summary
Map:
- JS = job satisfaction
- JP = job performance
- TP = Task performance
- Orgcom = organizational commitment
Problem 1: Motivation
Learning goals:
1) What drives people to work?
a) Situational factors, personality?
b) Theories?
2) How do personal/basic needs influence work?
3) How do expectancies influence our motivations to work?
a) Goal-setting
b) Self-efficacy
c) etc. (Canvas)
Specifically:
- Look at theories (the key words)
Literature: Landy & Conte
Meaning of motivation in the workplace
- Motivation = concerns the conditions responsible for variations in intensity,
persistence, quality, and direction of ongoing behavior.
Metaphors (Weiner)
Person as machine
- Parts that interact, have a function, behaviors/actions are reflexive and involuntary
and performed without conscious awareness.
- Psychoanalytic theory (freud)
- drive theory proposed by animal learning theorists
- behaviorism
- some versions of field theory of Lewin
Person as scientist
- reflective, intentional, perfectly rational.
- = person sought knowledge and understanding as a way of mastering their
environment (desire to know).
- All modern motivational theories
- Limited rationality = the inability of humans to reason and make decisions in perfectly
rational ways
Person as judge
- individual seeks info about extent to which the self and others are responsible for
positive and negative events.
Importance motivation
,ProMES (Productivity Measurement and Enhancement System): increasing the amount of
time and effort → increases task motivation for a person → high levels of personal
performance + increased productivity for organization
Motivation and Work-life balance
Work-life balance = investigates whether the satisfaction that one experiences at work is in
part affected by the satisfaction that one experiences in non-work and vice versa, particularly
to the extent that one environment has demands that conflict with the other (workaholic).
Motivation and personality
● Study of Judge and Ilies (2002):
○ Result: conscientious and emotionally stable individuals: set more challenging
goals + were more likely to believe that hard work would lead to rewards +
were more confident in their ability to accomplish a task/job.
● Locus of control = the extent to which an individual views events as resulting from
his/her own actions (an internal LOC) or from outside causes (an external LOC).
○ Internal loc: believe they can control environments
○ External loc: believe that they can’t influence outcomes of environment
- Positive correlation between internal LOC (i.e. optimistic view of life) and work
motivation.
Motivational theories - Classic Approaches
1) Person-as-Machine Theories
Maslow’s Need Theory
● = when we are young, we are more concerned with our physical well-being → as we
become more secure in our physical world, we then begin to emphasize social needs
→ when our social foundation seems secure, we then concentrate on developing our
abilities and capacities to their fullest.
● 5 hierarchically different sets of needs:
1. Physiological needs = basic needs/drives; e.f. food, water, sleep
2. Security needs = need of individual to produce secure environment (no threats)
3. Love or social needs = interpersonal factors; desire to be accepted by others
4. Esteem needs = need to be respected for accomplishments/capabilities
5. Self-actualization needs = desire of individual to develop his capacities to the fullest
(few people ever satisfy this need; individual always seek to develop)
● Individual starts at fulfilling most basic set of unfulfilled need → when fulfilled →
expend energy attempting to fulfill next set of needs.
● Fits person-as-machine: behavior individual is unconscious + automatic.
Variations on Maslow’s Theory:
,Two-factor Theory (Herzberg)
● = there were really 2 basic needs (not 5), and were not hierarchically
arranged/independent of each other.
1. Hygiene needs = (Maslow’s physical and security needs)
- Lower level needs
- Meeting hygiene needs → eliminate dissatisfaction
- but not result in motivated behavior or state of positive satisfaction
2. Motivator needs = (Maslow’s social, esteem, and actualization needs)
- Higher level needs
- Meeting motivator needs → expenditure of effort + positive satisfaction.
Reinforcement theory (Behaviorism: Skinner)
● Behavior depends on 3 simple elements: stimulus + response + reward.
● If response in presence of a particular stimulus is rewarded → response is likely to
occur again in presence of that stimulus
● E.g.: monetary bonus as reward for work.
● Intermittent rewards produce higher levels of performance than continuous
rewards.
Criticism:
- Approach is impractical; jobs/tasks are hard to compartmentalize for exactly how
much reinforcement should be given.
- We can not observe complex cognitive processes (thinking, hypothesis testing, etc.)
in the workplace.
- Observing the behavior is time-consuming task for supervisor.
2) Person-as-Scientist Theories
Vroom’s VIE Theory
● Valence = the strength of a person’s preference for a particular outcome
○ Repelling/attracting (chemistry)
● Instrumentality = the perceived relationship between performance and the attainment
of a certain outcome.
○ If I am able to perform as expected, am I likely to receive expected
outcomes/rewards?
○ E.g. a promotion; means higher salary, but also more work.
■ Person decides whether the balance of outcome is more
positive/negative.
, ● Expectancy = an individual’s belief that a particular behavior (e.g. effort) will lead to
higher performance.
● People have needs or desires.
● Person is “calculator”; estimates the probabilities associated with VIE.
- Manager applying Vroom’s theory would:
Criticism
- Individuals also consider things other than instrumentalities and expectancies in
making behavioral choices.
- Ignores many noncognitive elements in choice (personality, emotion).
Equity theory
● = individuals look at their world in terms of comparative inputs and outcomes. They
compare their inp + outc with comparison others (e.g. peers, co-workers) by
developing an input/outcome ratio.
○ If their own outcome/input ratio is identical to the out/inp ratio of their
comparison other → no tension + no subsequent action to relieve tension
○ E.g.: sales manager finds out that the same position at same company, but
another state, earns more → starts to call with boss.
● Inputs = training, effort, skills, abilities that employees bring to/invest in their work.
● Outcomes = compensation, satisfaction, and other benefits employees derive from
their work.
● Comparison other = co-worker/idealized other person to which the individual
compares himself or herself in determining perceived equity.
● Outcome/input ratio = ratio that results when employees compare their inputs and
outcomes to those of others to determine if they are being treated equitably.
- Ratio of outcome to input is… for “person” and “other”:
- The same → equity
- Higher/lower → inequity → state of tension
Modern Approaches to Work Motivation
1) Person-as-Intentional Approaches
Goal-setting theory
● = the general concept of a goal is adapted to work motivation (a goal as a
motivational force).
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