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Motivation & Commitment. From Perspective of the Social Identity Approach. Presentation by Kirsten Hilger . Gliederung. Theories of Motivation Motivation and the Social Identity Approach Empirical Evidence Take-Home-Massage Discussion. 1 . Theories of Motivation. Groupwork :

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presentation by kirsten hilger

Motivation & Commitment

FromPerspectiveoftheSocial Identity Approach

Presentationby

Kirsten Hilger

gliederung
Gliederung
  • Theories of Motivation
  • Motivation and the Social Identity Approach
  • Empirical Evidence
  • Take-Home-Massage
  • Discussion
1 theories of motivation
1. Theoriesof Motivation

Groupwork:

  • Weneed4 Groups:
  • Readthe Text (10 min)
  • Write Facts on a Flip Chart (5 min)
  • Presentthebasicassumptions (3 min)
2 motivation and the si approach
2. Motivation andthe SI-Approach
  • Social Identity Approach:  Social Identity Theory (SIT)

 Self-Categorization Theory (SCT)

  • SCT: We can define us at 3 levels of abstraction:
  • SIT: Each level of Self-Definition is associated with a distinct set of needs
  • Level of Self-Categorization determines which factor will motivate us in a given context
  • Category-Salience  Self-Definition  Activation of Needs

Higher Needs

Lower Needs

2 motivation and the si approach1
2. Motivation andthe SI-Approach
  • But what determinesthe level of Self-Definition?
    • Category-Salience:  Cognitive Accessibility

 Category-Situation Fit

    • Empirical Evidence: Salience increased, If categories were mentioned,

if one category is set into a context of others and if a category is set into conflict with others.

  • SIT: Whether individuals think of themselves in terms of a given social Identity depends on:
      • Status of their Ingroup
      • Perceived permeability of group boundaries
      • An Individual’s belief system
2 motivation and the si approach2
2. Motivation andthe SI-Approach

Groupwork:

 Which Need / Motive / Contextual Factor is addressed or activated and guides behavior on which Level of Self-Categorization?

3 empirical evidence
3. Empirical Evidence
  • Parker (1997):
      • Students who were assigned to a higher-status group and group-boundaries were believed to be permeable had significant greater need for achievement (more motivation), than those who were locked into membership of the low-status group.

 Example?

3 empircal evidence
3. Empircal Evidence
  • Van Dick et al. (2006):
      • Relationship between Organizational Identification (OI) and Organizational Citizenship Behavior (OCB).
      • Moderate positive but universal relationship: OI  OCB
      • Even in longitudinal studies found  Causality
      • Job Satisfaction  OCB  Performance Outcomes
      • Definition as Member of an organization influences behavior and performance
3 empircal evidence1
3. Empircal Evidence
  • Van Dick et al. (2008):
      • Distinction:

Work-Group-Identification & Organizational-Identification

      • Relation to Job Satisfaction and OCB?

Interaction:

Level of Self-Categorization influences Behavior & Attitudes!

4 take home message
4. Take-Home-Message
  • The nature of work motivation is bound up with workers‘ sense of who they are.
  • If we define the Self in terms of Personal Identity, we are motivated to enhance ourselves as individuals. (need for achievement, career commitment)
  • But if we define ourselves in term of group membership (Social Identity is more salient), we are less motivated by personal gains and more motivated by the prospect of contributing to group goals.
5 discussion
5. Discussion
  • What does this mean practically?
  • How can Managers increase Organizational Identification?
  • How to make a special category more salient?
  • Does it work everywhere?
slide13

Für Eure

Aufmerksamkeit !

literatur
Literatur
  • Haslam, S. A. (2004). Psychology in organizations: The social identity approach (2nd ed.). London: Sage.
  • Van Dick, R., Grojean, M. W., Christ, O. & Wieseke, J. (2006). Identity and the extra-mile: Relationships between organizational identification and organzational citizenship behaviour. British Journal of Management, 17, 283-301.
  • Van Dick, R., Van Knippenberg, D., Kerschreiter, R., Hertel, G. & Wieseke, J. (2008). Interactive effects of work group and organizational identification on job satisfaction and extra-role bahavior. Journal of Vocational Bahavior, 72, 388-399.