Motivation I:

Needs, Job
Design, and
Satisfaction

Chapter Six

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
 After 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.

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 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 it

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 Fundamentals of Employee
Motivation
Motivation
 psychological processes cause the arousal,
direction, and persistence of voluntary actions
that are goal directed

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An Integrated Model of Motivation

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 McClelland’s Need Theory
Need for achievement
 Desire to accomplish something difficult.
Need for affiliation
 spend more time maintaining social
relationships, joining groups, and wanting to be
loved
Need for power
 Desire to Influence, coach, teach, or encourage
others to achieve.

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Motivating Employees Through
Job Design
Job 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
productivity

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Herzberg’s Motivator-Hygiene
Model

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 Top-Down Approaches:
Job Enrichment
Job enrichment
 Modifying a job such that an employee has the
opportunity to experience achievement,
recognition, stimulating work, responsibility, and
advancement

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The Job Characteristics Model

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 Forms of Job Crafting
Table 6-1

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 Causes of Job Satisfaction
Need fulfillment
 extent to which the characteristics of a job allow
an individual to fulfill his or her needs
Discrepancies
 satisfaction is a result of met expectations
Value attainment
 Extent to which a job allows fulfillment of one’s
work values

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 Causes of Job Satisfaction
Equity: satisfaction
 is a function of how “fairly” an individual is
treated at work
Dispositional/Genetic Components
 satisfaction is partly a function of both personal
traits and genetic factors

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 Correlates of Job Satisfaction
Organizational commitment
 reflects the extent to which an individual
identifies with an organization and is committed
to its goals
Organizational citizenship behavior
 employee behaviors that exceed work-role
requirements

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Counterproductive Work Behavior
Counterproductive 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

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