Connected to themes of
Work and Home and
How organisations affect our motivation
and creativity
Key themes of module
Joining an
Organisation
How
organisations
can affect our
motivation
Themes
of
Module
Work (Public
life) and home
(Private life)
Working &
Networking
with different
people and
negotiating
differences
Themes explored through topics
Working & Networking with
different people and
negotiating differences
• Introduction to module and Organisational
Behaviour
• Introduction to Higher Education Learning and
the Themes
• Group Dynamics and Informal Organisation
• Multiculturalism and Groups
• Perception and Fairness
• Personality and Organisational selection
Work (public life) and home
(private life)
• The meaning of work and motivation
• Stress and Resilience in Organisations
How organisations can affect
our motivation and creativity
•
•
•
•
Joining an Organisation
The meaning of work and motivation
Perception and Fairness
Stress and Resilience in Organisations
Mechanistic Forms of Management and
Organisational forms (Contemporary and
historical roots)
• New emerging Organisational forms and ethics
Learning outcomes:
 Understand the meaning of motivation
 Explore some influential theories of motivation
 Start to think about some of the key challenges of
motivation in an organisational context
The meaning of work
 work - a significant marker of our identity within
society (Hughes, 1951)
 Why do we work?
• Societal imperative to work
• Religious work ethics
• Not working seen as deviant: “…the body
becomes a useful force only if it is a productive
body…” (Foucault and Rabinow, 1984: 173)
• School, family imperatives to work
• Employability skills
Challenge of Motivation in Organisations
 “People usually join an organisation to satisfy
their own needs and wants, and so there is
always a possibility that they will be more
interested in achieving their own personal
aims than the objectives laid down by a
manager” (Rollinson, 2002:195)
•
Motivation is
the willingness to exert high levels of effort (Stephen Robbins, 2012)
a reflection of the reasons why people do things (Pettinger, 2000)
The cognitive decision-making process through which goal-directed
behaviour is initiated, energized, directed and maintained
(Buchanan & Huczynski, 2017: 283)
The professional processes that cause the arousal, direction and
persistence of voluntary, goal-oriented actions (Sinding &
Waldstrom, 2014: 188)
What initiates motivation?
A test
What initiates motivation?
 Needs initiate motivation: extrinsic, intrinsic,
social rewards
• Extrinsic rewards—valued outcomes given to
someone by another person.
• Intrinsic rewards—valued outcomes that occur
naturally as a person works on a task.
• Social rewards --- comes from the feeling of being
part of a group or team
Frederick Taylor 1856-1915 - Money (extrinsic)
 American. Trained as a
mechanical engineer
 Develops ‘scientific
management’ applying (eg)
‘time and motion’ studies to
work
 Argues that financial
motivation (salary/pay)
makes people work harder
 Work organisation follows on
from this (eg) assembly line
car production
Motivation: all about money?
 Homo economicus
 Taylor: piece rates to motivate
 Ford: $5 day
 Intrinsic and extrinsic rewards
 Motivation and pay – an unclear relationship
 Wiley 1997: top motivating factors alternate between
wages, praise and interesting work
 SCELI survey (Rose, 1995)



68% work for financial reasons;
25% work for expressive reasons;
5% work for social reasons
The lottery question
 Would you give up your work?
 Would you give up working completely?
 UK – 63.8% would continue
 Japan – 93.4% would continue (Harpaz, 1989)
 What channels intrinsic motivation?
 The role of Passion
Passion and enthusiasm is a key component of self
motivation
“Choose a job you love, and you will never have to work a day in your life.”
 Central to organisational success
 Having passion at work affords people purpose. Without
purpose, people drift through life underachieving. Often,
that sense of under or non-achievement can eat at their
sense of self-worth.
 How we made our Millions - Peter Jones (The Dragons
Den)
https://www.youtube.com/watch?v=foWMmY3xSuk
 Q: What is meant by passion for work?
 Share with your group members your passions and how
you think they might link to work plans for the future.
Read the running case: Triathlon man
Q: What is David’s passion? What are his
motivations of work?
 What CHANNELS motivation?
• Career anchors (Edgar Schein):
Edgar Schein 1928-
 What CHANNELS motivation?
• Career anchors (Edgar Schein):
Short video
https://www.youtube.com/watch?v=QCv_wykCOrQ
Long video
https://www.youtube.com/watch?v=ljEcnpjZs2M
 Technical/Functional Competence
 Managerial Competence
 Autonomy/Independence
 Security
 Entrepreneurship
 Sense of Service
 Pure Challenge
 Lifestyle
Edgar Schein 1928-
 What maintains motivation? – Social rewards
 ‘Hawthorne’ Experiments (1920s): Influence of Work
Groups and human relations theory
 People are motivated by more than pay and
conditions – many factors interrelate in the workplace
eg role of informal groups and attention and leadership
styles
Many studies continued today with focus on social
influences on motivation eg work groups, family,
organisational culture, national culture
Pause for Thought: 10 mins in groups
 Think of some of the most motivating environments
you have been in – what characteristics did they have?
What factors motivated your performance? How do
they connect with the above theories on motivation?
 Or think about which module you are more willing to
learn and what motivate you.
Types of motivation theories
 Content theories – extrinsic, intrinsic and social rewards

Human needs and how people with different needs
may respond to different work situations.
 Process theories – individual, subjective and changeable

How people give meaning to rewards and make
decisions on various work-related behaviors.
Content Theories
Understanding what people want, need and desire
Maslow’s Hierarchy of Needs
 combines extrinsic, intrinsic, social rewards
Herzberg’s Two Factor Theory
Abraham Maslow 1908-1970
 American psychologist
 Developed ‘Humanist
Psychology’
 Argues everyone has a
strong desire to reach
their maximum potential
* Identifies human
creativity as a source of
great energy and
motivation
Maslow’s Hierarchy
Of Needs (A Theory of
Human Motivation, 1943)
Insights from Maslow
https://www.youtube.com/watch?v=zwa31A16OZI
 Individuals motivated differently depending on
position within the hierarchy
 Takes account of different motivating factors, pay is
just one of many potential motivators
 Shows an individual’s motivation is not fixed but
changes over time
 More positive view of people as humans than carrotand-stick
 Self-actualization recognizes the potential of people
King and Lawley : Maslow
Lecture Activity
 In pairs please discuss the following exercise (10 mins):
Maslow Lecture Activity
(From King and Lawley)
 In pairs please discuss the following exercise (10 mins):
 Herzberg Two Factor Theory
Frederick Herzberg, The Motivation of Work, 1959:
‘hygiene’ factors and ‘motivators’
https://www.youtube.com/watch?v=KJ8ap4kWPxo
Frederick Hertzberg 1923-2000
Herzberg Two Factor Theory
Extrinsic factors
associated with
environment
surrounding
the job
Intrinsic factors
associated
with the job
itself
Herzberg’s Hygiene and Motivational Factors
Dissatisfiers
Motivators
Working
Conditions
Policies and
Administrative
Practices
Salary and
Benefits
Recognition
Achievement
Advancement
Supervision
Status
Job Security
Growth
Responsibility
Co-workers
Personal Life
Job Challenge
De-motivating environments
Illustration of some of Herzberg’s dissatisfiers: which
ones do you notice?
 The Incredibles film extract
Stop -Think Critically!
Critiques of Maslow and Herzberg
 Fail to account for individual differences/orientations
 Fail to link motivation to both satisfaction and
performance at work
 Fails to take into account socio-cultural and
professional differences.
 Very Western models.
 A ubiquitous management theory but empirically
unproven in the workplace
 Encourages over-simplistic application in management
theory
 Privileges an elitist, white, male, heterosexual view of
the world?
 BUT Gupta (2011) validated Maslow and Herzberg’s
ongoing value in the workplace
Motivating Jobs Through Job
Redesign
• Scientifically managed jobs: boring,
repetitive, few skills utilized
• Job Enlargement: add more tasks of similar
skill level to the job Horizontal Loading
• Job Enrichment: add more responsibility
and autonomy to the job Vertical Loading
Job Enlargement and Job Enrichment: A Comparison
Standard Job
Enlarged Job
Job enlargement adds more tasks
at the same level of responsibility.
Task
1
(low)
Task
2
(low)
(low) Number of Tasks (high)
(horizontal job loading)
Task
3
Number of Tasks
(horizontal job loading)
(high)
Task
1
Task
2
Task
4
(low)
Level of Responsibility
(vertical job loading)
Level of Responsibility
(vertical job loading)
(high)
Level of Responsibility
(vertical job loading)
(high)
Enhanced Job
Task
1
Task
2
(high)
Job enrichment adds
more responsibility
to the same number
of tasks.
(low)
(low) Number of Tasks (high)
(horizontal job loading)
18
Process Theories
Unlike content theories, process theories give a
person a cognitive decision making role in
selecting goals and the desired behaviours that will
help them to achieve those goals.
“Depends on the extent to which employees
believe that they have control over the outcomes of
their effort as well as the ability of the manager to
identify the desired rewards, both of which vary
across cultures” Adler (1997 p.163)
Process Theories
 Vroom’s Expectancy Theory (1964)
 Adam’s Equity Theory(1969)
 Locke’s Goal theory (1968)
Expectancy Theory
Underlying principles of Expectancy Theory is that
motivation is a function of the relationship between:
1. Effort expended and perceived level of performance
2. The expectation that rewards (desired outcomes)
will be related to performance
3. The expected rewards (desired outcomes) are
available.
Expectancy Theory (Vroom cited in
Guerrier 1999)
 Humans as more calculating and not driven by needs:
likelihood of outcome, attractiveness of outcome
determines effort
Motivation is influenced by a person’s belief that effort
will lead to performance, performance will lead to
specific outcomes and these outcomes are valued by
the individual.
M motivation = E expectancy x I instrumentality x V
valence
https://www.youtube.com/watch?v=QSZxYotsUg8
Expectancy Theory (Victor Vroom, 1964)
Implications:
 A) variety of rewards
 B) valued by people as desirable
 C) allocation of rewards fair - achievable
Victor Vroom 1932 -
Application of Expectancy Theory
 Clarify expectancies between effort and
performance and follow through with rewards.
 Pay for performance
 Stock option plans and other incentive programs
 Provide valued rewards
 Cafeteria-style benefits
Stop -Think Critically!
 Porter and Lawler (1968) suggest that ET only applies
to behaviour that is under the voluntary control of the
individual.
 Other variables such as abilities and traits may also
affect performance.
 How is effort measured in order to determine rewards?
 Does it work in all cultures?
Adam’s - Equity Theory (1963 cited in
Mullins 2010)
People’s comparative behaviour
Focuses on people’s feelings of how fairly they have been
treated in comparison with the treatment received by
others.
Does their level of input bring about an output that is
perceived to be fair in comparison to others?
What behaviours may be a consequence of inequality?
Locke’s Goal theory (1968)
 Motivation is influenced by the difficulty, specificity,
and feedback of reaching your goals.
 Goals need to ne measurable.
 SMART –
 specific, measurable, achievable, realistic, time-related
 Hard goals -> more satisfying -> more meaningful
 Helps give focus, and judge progress. (short-term or
medium- term)
What makes a great workplace?
 WHO model of European Agency for Safety and
Health at Work (2013) : positive workplace has physical
elements and psychological:
 Physical: offices, buildings, rest spaces
 Psychological: team spirit, open communication,
work/life balance
 Google : until 2014 maintained its place for 5 years in
‘Great company to work for’ (Times Ranking/Fortune
Magazine)
What makes a great workplace?
 Joseph (2015) 10 characteristics of a great workplace:
 Clear purpose
 Individual and teamwork possibilities
 Autonomy, Fairness, Innovation
 Open communication, Constructive feedback,
Community spirit
* Access to resources
* Shared value systems
Some Contemporary Examples of
Financial and Non-Financial motivation:
 The John Lewis Partnership. (Retail; John Lewis and
Waitrose)
John Lewis Happiness beats Profit
 Starbucks Coffee
Starbucks free shares to employees
Starbucks employees work in coffee plantations
 Some key concluding
thoughts/questions around
Motivation:
 1.The link between motivation and pay is unclear
 2. Which people have the greatest influence on our
motivation at work? (family, work groups,
managers? – what roles do they play?)
 3. How are current work practices and social
practices changing the potential motivators?
 4. What are the connections between passion and
motivation at work?
Core textbooks (Essential reading):
Huczynski A. and Buchanan D.A. (2017). Organizational behaviour. Harlow,
England: Pearson.
King, D. and Lawley, S. (2016) Organizational Behaviour (2nd ed), Oxford
University Press, Oxford.
Further Suggested Reading:
Arnold J. Randall, R , Patterson, F, Silvester, J, Robertson, I, Cooper, C, Burnes, B,
Harris, D, Axtell, C and Hartog, D, D (2010). Work psychology: understanding
human behaviour in the workplace. Harlow: Financial Times Prentice Hall.
Bloisi W., Cook C.W. and Hunsaker P.L. (2007). Management and organisational
behaviour. London: McGraw-Hill.
Bratton J. (2015). Introduction to work and organizational behaviour. Basingstoke:
Palgrave Macmillan.
Buelens M. Sinding, K and Waldstrom C. (2011). Organisational behaviour.
Maidenhead: McGraw-Hill Higher Education.
Dick P. and Ellis S. (2006). Introduction to organizational behaviour. London:
McGraw-Hill Education.
Fincham R. and Rhodes P.S. (2005). Principles of organizational behaviour.
Oxford: Oxford University Press.
Fineman S., Sims D. and Gabriel Y. (2010). Organizing & organizations. London:
SAGE.
Grint K. and Nixon D. (2015). The sociology of work. Malden, MA: Polity Press.
Matthewman L., Rose A. and Hetherington A. (2009). Work psychology: an
introduction to human behaviour in the workplace. Oxford: Oxford University
Press.
Robbins S.P. and Judge T. (2015). Essentials of organizational behavior. Harlow:
Pearson Education. Available from
https://www.dawsonera.com/guard/protected/dawson.jsp?name=https://idp.wm
in.ac.uk/entity&dest=http://www.dawsonera.com/depp/reader/protected/extern
al/AbstractView/S9781292090085.
Robbins S.P. and Judge T. (2016). Essentials of organizational behavior. Boston:
Pearson.
Robbins S.P. and Judge T. (2017). Organizational behavior. Upper Saddle River:
Pearson.
Rollinson D. (2008). Organisational behaviour and analysis: an integrated
approach. Harlow: Financial Times Prentice Hall.
Sennett R. (1999). The corrosion of character: the personal consequences of work
in the new capitalism. New York, London: W. W. Norton.
Thompson P. and McHugh D. (2009). Work organisations: a critical approach.
Basingstoke: Palgrave Macmillan.
Wagner J.A. and Hollenbeck J.R. (2010). Organizational behavior: securing
competitive advantage. New York: Routledge
Wilson F.M. (2014). Organizational behaviour and work: a critical introduction.
Oxford: Oxford University Press.
 Motivation related sources:
Adams, J.S. (1963) Towards an understanding of inequity. Journal of
Abnormal and Social Psychology, 67(5),422.
Herzberg, F. (2003) One more time: How do you motivate employees?
Harvard Business Review, 81(1), 87-96.
Locke, E.A. and Latham, G.P. (2006) New directions in goal-setting
theory. Current Directions In Psychological Science, 15(5), 265-8.
Maslow, A.H. (1943) A theory of human motivation. Psychological
Review, 50(4), 370-96.
Vroom, V.H. (1964) Work and motivation. Wiley: New York.