As discussed in the text, the job performance model of motivation was proposed by the Organizational Behavior researcher Terence Mitchell. This model starts off with individual inputs and job context are the two key categories of factors that influence motivation. (Kinicki & Kreitner, 2009, p144). Examples of Individual Inputs are: ability, job knowledge, disposition and traits, emotions, moods, beliefs, and values. (Kinicki & Kreitner, 2009, p144). Examples of Job Contexts are: physical environment, the task one completes, the organization's approach to recognition and rewards, the adequacy of supervisory support and coaching, and the organization's culture. (Kinicki & Kreitner, 2009, p144). In my opinion, I can see how these two categories play into each other that affect us in the workplace. If we have the right sets of attitudes and skills, in the right work environment, under the right circumstances, employees will be happy which in turn makes everyone happy. The model also mentions another process called Motivational Processes that include: arousal, attention and direction, intensity and persistence. This is an interesting factor affecting the work itself.
If the task is tedious, boring, un-stimulating, etc, then the individual inputs will suffer and the performance will drop off. All three of these factors all play a role into the Motivated Behaviors that discuss: focus, intensity, quality and duration. A great example from the book states, it would be difficult to persist on a project if you were working with defective raw materials or broken equipment. In contrast, motivated behaviors are likely to be enhanced when managers supply employees with adequate resources to get the job done and provide effective coaching. (Kinicki & Kreitner, 2009, p145). All four factors, Individual Inputs, Job Context, Motivational Processes and Motivated Behaviors, all affect overall performance.
[...] On the left of the model are the general life values feeding into a person's family- related values and work-related values. “Family values involve enduring beliefs about the importance of family and who should play key family roles Value similarity(then) relates to the degree of consensus among family members about family members work values center on the relative importance of work and career goals in one's life Value congruence (then) involves the amount of value agreement between employee and employer.” (Kinicki & Kreitner p167). [...]
[...] Discuss the job performance model and compare and contrast Maslow's and McClelland's need theories As discussed in the text, the job performance model of motivation was proposed by the Organizational Behavior researcher Terence Mitchell. This model starts off with “individual inputs and job context are the two key categories of factors that influence motivation.” (Kinicki & Kreitner p144). Examples of Individual Inputs are: “ability, job knowledge, disposition and traits, emotions, moods, beliefs, and values.” (Kinicki & Kreitner p144). Examples of Job Contexts are: “physical environment, the task one completes, the organization's approach to recognition and rewards, the adequacy of supervisory support and coaching, and the organization's culture.” (Kinicki & Kreitner p144). [...]
[...] In this theory, McClelland talks about three needs of the individual: need for achievement, need for affiliation and the need for power. The need for achievement is accomplish something difficult. To master, manipulate, or organize physical objects, human beings, or ideas.” (Kinicki & Kreitner p146). One thing to mention here is that researches have found that “individuals with high achievement motivation are not best suited for top management positions.” (Kinicki & Kreitner p147). In a way I can see how this may be in that perhaps these types of people would prefer to “achieve” rather than “work together.” “People with a high need for affiliation prefer to spend more time maintaining social relationships, joining groups, and wanting to be loved.” (Kinicki & Kreitner p147). [...]
[...] In regards to Maslow's and McClelland's need theories, these two theories are starkly different in regards to applying them to the workplace. “Maslow proposed that motivation is a function of five basic needs physiological, safety, love, esteem, and self-actualization. Maslow said these five need categories are arranged in a prepotent hierarchy. In other words, he believed human needs generally emerge in a predictable stair-step fashion.” (Kinicki & Kreitner p146). While this theory has not stood up well to research, in my opinion I can see how this may tie into Terence Mitchell's first category (Individual Inputs) of his Job Performance Model. [...]
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