Course Description
Motivation is one of the major areas of interest in OB. Properly motivating a workforce can lead to gains in productivity, innovation, and employee retention. This module will review the basics of motivation, assess the number of motivation series, and provide an integrative model that shows how the best of these theories fits together.
This module also builds on the last chapter and focuses on applying motivational concepts in the workplace.
Required Readings
Textbook, ch. 6-7
Discussion Questions
DQ 5: Explain why organizational justice can be considered a refinement of equity theory
Post your initial response (100 words minimum) and respond to two student postings. Initial responses should contain substantial content and incorporate concepts, terms, and theories from the learning material.
Due Date: Due by Wednesday November 20, 2013
DQ 6: Can motivational theories be applied across cultures?
Post your initial response (100 words minimum) and respond to two student postings. Initial responses should contain substantial content and incorporate concepts, terms, and theories from the learning material.
Due Date: Due by Thursday November 21, 2013
Theory X says the average human being is lazy and self-centered, lack ambition, dislikes change and long to be told what to do.
ReplyDeleteTheory Y maintains that human being is active rather than passive shapers of themselves and of their environment. They long to grow and assume responsibility.
The major Douglas McGregor’s motivations X Y theories can apply across cultures in a very different level. Both theories apply everywhere which makes it difficult to categorize a specific country, region, culture, religion, gender or age group as an example for theory X or theory Y.
Very good, Eden.
DeleteDQ 5
ReplyDeleteThe idea of organizational justice has its roots in equity theory which people make judgment of equity and inequality by comparing one to another based on inputs and outcomes. Equity theory has been widely applied in business to describe an employee’s motivation and their perception of equitable and inequitable treatment. Stemmed from equity theory, organizational justice is the overall perception of what is fair in the workplace and it is made out of distributive, procedural and interactional justice.
Very good Ung Yong.
DeleteThis comment has been removed by the author.
ReplyDeleteMcClelland’s need theory was built upon the Maslow’s hierarchy of need theory whereby identifying that people are motivated by three main needs namely need for achievement, power and affiliation. The first need theory of achievement is the need to excel one’s potential and ability to drive beyond the set of defined standards. The need for power is the need to make others behave in a way they would not have behaved otherwise. Those whose dominant motivating factor is the need for power wants to control and influence others, likes to win arguments and enjoy status and recognition. Last but not least the final need addressed in this theory is the need for affiliation looking specifically at the relationship aspect and desire for friendly and close interpersonal relationships. Moreover, people who belong to this category of the need theory favor collaboration over competition and don’t like high risks or uncertainty. According to McClelland, these three dominant motivating drivers are apparent in everyone regardless of gender, age or culture. Thus as it is with any other motivational theory, they are applicable across all cultures but to a varying degree depending on each individuals’ characteristics or background. Organizations can use this theory to help them identify the dominant motivators of their employees and influence how they set goals, provide feedback, and in addition as to the way they motivate and reward people.
ReplyDeleteExcellent Ung Yong. I am impressed by your answer.
DeleteDQ 5
ReplyDeleteAccording to the equity theory workers in organizations weight their puts in different job tasks and situations against what they get from it (outcomes). That represents input-outcome ratio. On the base of their perceptions they estimate other employees’ input-outcome ratios and compare them with their own. In the case of inequity, workers feel themselves under- (or over-) estimated. As a result, they adjust their efforts and inputs in order to reach a balance.
The input-outcome ratio is based on very personal opinion of a worker, on his/her overall perception of what is fair or unfair on the workplace. For example, Ann spent 2 hours making the assignment A, while Maria spent just 20 minutes. According to the result, Maria’s performance got more praise, than Ann’s one. Ann doesn’t think it is fair, because she put significantly more efforts on this assignment comparing to Maria. From her point of view, she was underestimated. Interestingly, that from Maria’s standpoints, manager also underestimated her by giving not enough praise. So, there is no right and wrong opinion, it is just workers’ perception of the reality.
Thus, the individual’s perception of fairness (organizational justice) is one of the key elements in equity theory. In other words, organizational justice could be considered as a refinement of this concept. The theory focuses on three main types of justice: distributive (perceived fairness associated with decision outcomes and distribution of resources), procedural (perceived fairness of process that lead to outcomes) and interactional (perceived degree to which one is treated with dignity and respect).
Thank you Daria. Therefore performance evaluation of workers are necessary to maintain the motivation of the workforce for organisations.
DeleteDQ 6
ReplyDeleteEven though motivation theories could be applied in certain country, they would be not equally effective across different cultures. According to studies , how culture affects depends whether the culture is task-orientated or person-orientated. Person-oriented culture emphasizes the use of innovative motivational practices, with the aim of developing individuals and their work. The task-oriented culture promotes the use of traditional motivation tools.
Considering main aspects of motivation concepts, their application across cultures is either not studied enough to make certain conclusions, or they need to be adjusted in order to be consistent and effective while conducting people with different cultures. For example:
• Job characteristics and job enrichment may not be the same in collectivistic (Japan) and individualistic cultures (such as United States).
• Not enough research is made in the telecommuting, variable paying and flexible benefits aspects of motivation concepts.
• There is considerable research to support the fundamental equity principle in Western work groups . However, when the theory is examined on an international basis, the results are mixed. Equity theory is not universally applicable in explaining motivation and job satisfaction.
• Expectancy theory could be also culture-bound, since the theory is based on the assumption of employee’s considerable control over their environment, which does not exist in many cultures.
Thus, application of motivation theories is not equally effective across various cultures. Diversity of job conditions, historical backgrounds, or working environments set limitations on implementation of these concepts in different countries.
It is good that you mention about the cultural factor in evaluating what motivation theorie suits best to certain context.
DeleteDQ 5
ReplyDeleteEquity theory, which is considered to be one of the justice theories, proposes that employees who think that they are over-rewarded or under-rewarded tend to experience distress. The structure of equity in the organization is based on ratio of inputs and outputs, where employees relate what they invest into the job completion (efforts, time, knowledge, experience) and what they get as a result in terms of recognition and rewards.
Distributive justice suggests that the comparison factor is the amount of rewards and recognition (financial and non-finacial) that peer colleagues receive from management. Organizational justice is a refinement of huge equity theory where input-output ratio plays a big role in employee's feelings towards a certain organization.
DQ6
Translationg motivational theories is a difficult task. It is necessary to distinguish the need motivational theories and process motivational theories. Need motivational theory concentrates on which exactly factors motivate individuals, while process motivational theories study how (the process itself) individuals are motivated. Same motivational theories definetely cannot be applied across cultures, since each culture, nation, tradition and belief has its own values. Acoording to these values motivation occur. For example, collectivist cultures like China or former USSR cannot be motivated via self-actualization and personality growth process since the structure and traditions of those government are focused on a well-being of all society, rather than individual goals. On the other hand, European and American cultures can be easily motivated by individual growth and rewards needs. If to choose the most universal process motivational theories, expectancy theory is the one that could work in collectivist cultures because of its flexibility and possibility of changing the individual goal-setting. Equity theory would probably not work so well, since collective cultures are rather based on equality instead of equity.
DQ 5
ReplyDeleteEquity theory stipulates how individuals compare their job inputs and outcomes with one of their colleagues and then how do they respond to eliminate any inequities. Employees try to compare what they get from a job situation, such as wages levels, increases, promotions, recognition, in comparison to what they put into it fulfilling the task, such as effort, valuable experience, their educational background and competence.
Therefore, they compare input-output ratio with their colleagues, however, each employee has its very own perception of justice. Since this comparative attitude will always be present, management has to make sure that there is a strong performance-rewarding system in place, like this dissatisfaction of employees may be decreased. Normally, equity is focused on distributive justice, where the worker judged fairness on the comparison between the amount of rewards he was getting on the line with his colleagues. Therefore, equity is certainly a larger scale of organizational justice, so organizational justice is a so-called refinement of a large equity perception.
DQ6
Motivational theories which might be applied to Western cultures do not necessarily work in other countries. Since all motivational theories are based on motivating factors, it is necessary to point out that those factors are different in each culture. Culture is also linked to politics, regime in the country, traditions, etc.
In individualistic culture people define themselves with self-actualization and their individual goals, while in collectivistic cultures everything is linked to common goals of the organization or the group they belong to. Equality prevails in collectivistic cultures more than equity, thus reward allocation is also based in this factor.
In order to be effective with motivational factors, a given culture or country has to be carefully studied in order to define specific goals which are aligned with values. Probably expectancy theory would be the best when applied cross-culturally since it is flexible in terms of goal-setting.
Here is my proposed answer to DQ.6:
DeleteEarly Theories of Motivation
Maslow’s Hierarchy of Needs Theory
McGregor’s Theory X and Theory Y
Herzberg’s Two-Factor (Motivation-Hygiene) Theory
McClellan’s Theory of Needs (Three Needs Theory)
Contemporary Theories of Motivation
Self-Determination Theory
Goal-Setting Theory
Management by Objectives
Self-Efficacy Theory
Equity Theory
Expectancy Theory
Are motivation theories culture-bound?
Most were developed for and by the United States
Goal-setting and expectancy theories emphasize goal accomplishment and rational individual thought
Maslow’s Hierarchy may change order
McClelland's nAch presupposes acceptance of a moderate degree of risk concern for performance
Equity theory closely tied to American pay practices
Hertzberg’s two-factor theory does seem to work across cultures
Depending on cultures, the theories may be applied differently, but the main characteristics are applicable to all cultures.