Industrial /

organizational
psychology
Nina Airabelle A. Bayot, RPm
 Lesson 8:
Employee Motivation
Nina Airabelle A. Bayot, RPm
Motivation
• internal state that induces a person to engage in
particular behaviors.
• it has to do with the direction, intensity, and
persistence of behavior over time.
• concerned with the desire to acquire or achieve
some goal.
• derived from a person’s wants, needs, or desires
Direction
• choice of specific behaviors from a large number
of possible behaviors.
Intensity
• amount of effort a person expends at doing a
task.
Persistence
• continuing engagement in a behavior over time.
Direction
• choice of specific behaviors from a large number
of possible behaviors.
Intensity
• amount of effort a person expends at doing a
task.
Persistence
• continuing engagement in a behavior over time.
Theories of Employee Motivation
• Need Theories
• Need Hierarchy Theory
• Two-Factor Theory
• Reinforcement Theory
• Expectancy Theory • Goal-Setting Theory
• Self-Efficacy Theory • Control Theory
• Justice Theories • Action Theory
• Theories of Motivation can be described along
a continuum from distal to proximal
Distal motivation theories
• deal with processes that are far removed from
the behavior.
Proximal motivation theories
• deal with processes that are close to the
behavior.
 NEED HIERARCHY THEORY
• Abraham Maslow’s
• states that fulfillment of human needs is
necessary for both physical and psychological
health.
• Human needs are arranged in a hierarchy that
includes physical, social, and psychological
needs.
 TWO-FACTOR THEORY
• Frederick Herzberg
• states that motivation comes from the nature
of the job itself, not from external rewards or
job conditions.
• The human needs that work addresses are
divided into two categories—hygiene factors
and motivator factors
 TWO-FACTOR THEORY
Hygiene Factors
• the job factors that fall outside the nature of the
work itself, including pay, supervision, coworkers,
and organizational
Motivation Factors
• job aspects relevant to growth needs which include
achievement, recognition, responsibility, and the
nature of the work itself.
 REINFORCEMENT THEORY
• B.F. Skinner
• Describes how rewards or reinforcements can
affect behavior.
• Law of effect- probability of a particular
behavior increases if it is followed by a reward
or reinforcement; the probability of a behavior
decreases if it is followed by a punishment
 EXPECTANCY THEORY
• Victor Harold Vroom
• attempts to explain how rewards lead to
behavior by focusing on internal cognitive
states that lead to motivation.
Force = Expectancy × (Valences × Instrumentalities)
 EXPECTANCY THEORY
• Force represents the amount of motivation a person
has to engage in a particular behavior Expectancy is
the subjective probability that a person has about
his or her ability to perform a behavior.
• Valence is the value of an outcome or reward to a
person
• Instrumentality is the subjective probability that a
given behavior will result in a particular reward
 SELF-EFFICACY THEORY
• states that motivation and performance
are determined in part by how effective
people believe they can be
• people with high self-efficacy believe
they are capable of accomplishing tasks
and will be motivated to put forth effort
 SELF-EFFICACY THEORY
Galatea effect
• A type of self-fulfilling prophecy in
which a belief in being able to do
something well results in better
performance by an individual.
 EQUITY THEORY
• John Stacey Adams
• states that people are motivated to
achieve a condition of fairness or equity
in their dealings with other people and
with organizations.
 EQUITY THEORY
Outcomes
• are the rewards or everything of personal
value that an employee gets from working for
an organization.
Inputs
• are the contributions made by the employee
to the organization.
 FAIRNESS THEORY
• Rather than focusing on the fair
allocation or distribution of rewards,
fairness theory distinguishes between the
distribution of rewards and the
procedures by which rewards are
allocated.
 FAIRNESS THEORY
Distributive justice
• is similar to equity and concerns the fairness
with which rewards are found among people.
Procedural justice
• is concerned with the fairness of the reward
distribution process as opposed to the results
of that distribution.
 GOAL-SETTING THEORY
• Edwin A. Locke
• predicts that people will exert effort toward
accomplishing their goals and that job
performance is a function of the goals set
• The basic idea of this theory is that people’s
behavior is motivated by their internal
intentions, objectives, or goals.
 GOAL-SETTING THEORY
Goal
• what a person consciously wants to attain or
achieve
Goal orientation
• that is, in whether they focus their efforts on
learning (learning orientation) or on achieving
certain levels of job performance (performance
orientation).
 CONTROL THEORY
• builds upon goal-setting theory by focusing
on how feedback affects motivation to
maintain effort toward goals.
• States that behavior is inspired by what a
person wants most at any given time: survival,
love, power, freedom, or any other basic
human need.
 ACTION THEORY
• describes a process linking goals and intentions to
behaviors
• work motivation theories should focus mainly on
goal-oriented or volitional behaviors called actions.
• Such actions are the product of a conscious intent
to accomplish something, which can be as small as
finishing one piece on an assembly line or as large
as achieving a promotion at work.
 Lesson 9:
Feelings About Work:
Job Attitudes and Emotions, and
Occupational Stress
Nina Airabelle A. Bayot, RPm
Job Satisfaction
• the extent to which people like or dislike
their jobs (global satisfaction) or aspects
of their jobs (facet satisfaction).
• It is usually measured with
questionnaires administered to
employees.
Individualism
• is the extent to which people see themselves
as autonomous and focus on their own
interests and needs rather than those of
others.
Collectivism
• is the extent which people see themselves as
interconnected to others with a focus on the
groups to which they belong
Power distance
• is the tolerance people have for
power and status differences among
levels of an organization and society.
Uncertainty avoidance
• reflects the level of comfort in
situations that are unpredictable.
Questionnaires used to administer
employees’ job satisfaction:
1. Job Descriptive Index (JDI)
2. Minnesota Satisfaction
Questionnaire (MSQ)
3. Job in General Scale (JIG)
Job characteristics
• refer to the content and nature of job
tasks themselves
1. Skill variety: The number of different
skills necessary to do a job;
2. Task identity: Whether or not an
employee does an entire job or a piece of
a job;
3. Task significance: The impact a job has
on other people;
4. Autonomy: The freedom employees have
to do their jobs as they see fit; and
5. Task feedback: The extent to which it is
obvious to employees that they are doing
their jobs correctly.
• Combined these five core characteristics
define the scope or complexity and
challenge of a job.
• It is assumed by job characteristics
theory that high scope leads to job
satisfaction and low scope leads to
boredom and dissatisfaction.
POTENTIAL EFFECTS OF JOB
SATISFACTION
• Job Satisfaction and Job Performance
• Job Satisfaction and Turnover
• Job Satisfaction and Absence
• Health and Well-Being
• Job and Life Satisfaction
Organizational Commitment
• It is strongly related to job satisfaction,
but it is distinctly different in focusing
on the attachment of the individual to
the organization rather than on whether
an individual likes or dislikes the job.
• has taken two perspectives—the global
and the component.
A global feeling that involves three things:
1. An acceptance of the organization’s goals
2. A willingness to work hard for the
organization
3. The desire to stay with the organization
The three components of commitment:
1. Affective
2. Continuance
3. Normative
Affective commitment
• occurs when the employee wishes to
remain with the organization because
of an emotional attachment.
Continuance commitment
• exists when a person must remain
with the organization because he or
she needs the benefits and salary or
cannot find another acceptable job.
Normative commitment
• comes from the values of the
employee. The person believes that
he or she owes it to the organization
to remain out of a sense that this is
the right thing to do
Normative commitment
• comes from the values of the
employee. The person believes that
he or she owes it to the organization
to remain out of a sense that this is
the right thing to do
Assessment of Organizational Commitment
1. Organizational Commitment
Questionnaire
2. Three-Component Organizational
Commitment Scale
Job stressor
• is a condition or situation at work that
requires an adaptive response on the part
of the employee
Job strain
• is a negative reaction by an employee to
a stressor, such as anger, anxiety, or a
physical symptom such as a headache.
Categories of Strain:
• Psychological reactions
• Physical reactions
• Behavioral reactions
Role ambiguity
• is the extent to which employees are
uncertain about what their job functions
and responsibilities are.
Role conflict
• arises when people experience
incompatible demands either at work or
between work and nonwork
• Intrarole conflict arises from multiple
demands on the job.
• Extrarole conflict occurs between demands
from work and nonwork domains
Workload
• concerns the work demands that the
job places on an employee,

2 types of Workload
• Quantitative
• Qualitative
Qualitative Workload
• the amount of work that a person
has
Qualitative Workload
• the difficulty of work relative to a
person’s capabilities.
Burnout
• distressed psychological state that an
employee might experience after being on
the job for a period of time
3 components of burnout
1. Emotional exhaustion
2. Depersonalization
3. Reduced personal accomplishment
Emotional exhaustion
• the feeling of tiredness and fatigue at work.
Depersonalization
• is the development of a cynical and callous
feeling toward others.
Reduced personal accomplishment
• the feeling that the employee is not
accomplishing anything worthwhile at work
 Questions or
Clarifications?
Thank you