Expert answer:Chapter 6 Organizational Behavior

Solved by verified expert:Chapter 6, Question 2, Page 158-160Read the doc first and explain the distinction between motivation and performance. And discuss intrinsically and extrinsically motivated work behavior. Answers should have at least three paragraphs and 15 sentences. Use complete sentences, avoid unexplained lists, and avoid slang. Use a professional writing style at all times.
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Read Part:
The Distinction Between Motivation and Performance
Because motivation determines what employees do and how hard and diligently
they do it, you might think that an employee’s motivation to do a job is the same as
the employee’s job performance. In fact, motivation and performance, though often
confused by employees and managers alike, are two distinct aspects of behavior in an
organization. Performance is an evaluation of the results of a person’s behavior: It
involves determining how well or poorly a person has accomplished a task or done a
job.26 Motivation is only one factor among many that contributes to an employee’s
job performance. The performance of a screenwriter for a television series, for
example, is the extent to which viewers find his scripts to be informative, entertaining,
and engaging. Similarly, a research scientist’s performance is the extent to which her
research advances knowledge, and a physician’s performance is the extent to which
he provides high-quality care to patients.
What is the relationship between motivation and performance? All else being
equal, one would expect a highly motivated screenwriter to write better scripts than
those written by a poorly motivated screenwriter.27 All else, however, is not always
equal because so many other factors affect performance—factors such as personality
and ability (see Chapter 2), the difficulty of the task, the availability of resources,
working conditions, and chance or luck. A screenwriter who is highly creative, for
example, may quickly turn out high-quality scripts, even though his or her motivation
to do so is not high. And a physician in Somalia who is highly motivated to provide
high-quality medical care may have difficultly providing it due to inadequate facilities
or a lack of supplies.
In summary, because motivation is only one of several factors that can affect
performance, a high level of motivation does not always result in a high level of
performance. Conversely, high performance does not necessarily imply that
motivation is high: Employees with low motivation may perform at a high level if they
have a great deal of ability. Managers have to be careful not to automatically attribute
the cause of low performance to a lack of motivation or the cause of high performance
to high motivation (see Chapter 4). If they incorrectly assume that low per- formance
stems from low motivation, managers may overlook the real cause of a performance
problem (such as inadequate training or a lack of resources) and fail to take
appropriate actions to rectify the situation. Similarly, if managers assume that
employees who perform at a high level are highly motivated, they may inadvertently
fail to take advantage of the talents of exceptionally capable employees: if employees
perform at a high level when their motivation levels are low, they may be capable of
making truly exceptional contributions to the organization if managers devote their
efforts to boosting their motivation.
Intrinsic and Extrinsic Motivation
Another distinction important to a discussion of motivation is the difference
between the intrinsic and extrinsic sources of work motivation. Intrinsically motivated
work behavior is behavior performed for its own sake; the source of motivation
actually comes from performing the behavior itself, in other words.28 A professional
violinist who relishes playing in an orchestra regardless of relatively low pay and a
millionaire CEO who repeatedly puts in 12-hour days because she enjoys her work are
both intrinsically motivated. Employees who are intrinsically motivated often remark
that their work gives them a sense of accomplishment and achievement or that they
feel that they are doing something worthwhile. For young professionals in China,
learning and having the opportunity to develop new skills on the job are important
sources of intrinsic motivation. After surveying Chinese managers, Grace Cheng, the
managing director of Korn Ferry’s search firm in Beijing, concluded that “money is a
less important reason to change jobs than the potential to grow . . . ”29 Some people,
like environmental designer William McDonough, are intrinsically motivated by
protecting the natural environment.30
Extrinsically motivated work behavior is behavior performed to acquire material
or social rewards or to avoid punishment.31 The behavior is performed not for its own
sake but rather for its consequences. The operant conditioning theory of learning
discussed in Chapter 5 essentially deals with how consequences (positive and negative
reinforcers and punishment) can be used to generate extrinsically motivated behavior.
Examples of rewards that may be a source of extrinsic motivation include pay, praise,
and status (discussed in detail in Chapter 8).
An employee can be extrinsically motivated, intrinsically motivated, or both.32
When employees are primarily extrinsically motivated and doing the work itself is not
a source of motivation, it is especially important for an organization and its managers
to make a clear connection between the behaviors the organization wants employees
to perform and the outcomes or rewards employees want.
You may be wondering whether there is any connection between intrinsic and
extrinsic motivation and the intrinsic and extrinsic work values we described in
Chapter 3. Employees who have intrinsic work values want challenging assignments,
the opportunity to make important contributions to their jobs and organizations, and
the opportunity to reach their full potentials at work. Employees with extrinsic work
values desire some of the consequences of working, such as earning money, having
status in the community, social contacts, and time off from work for family and leisure.
It stands to reason that employees with strong intrinsic work values are likely to want
to be intrinsically motivated at work and those with strong extrinsic work values are
likely to want to be extrinsically motivated at work.

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