Chapter 12 MGT

Need for affiliation

"I need close relationships." This is the desire for friendly and warm relations with other people

Need for power

"I need to control others." This is the desire to be responsible for other people, to influence their behavior or to control them

Need for achievement

"I need to excel at tasks." This is the desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks.

Motivation & Compensation Characteristics of the Best Incentive Compensation Plans

(1) Rewards must be linked to performance and be measurable. (2) The rewards must satisfy individual needs. (3) The rewards must be agreed on by manager and employees. (4) The rewards must be believable and achievable by employees

The Four Major Perspectives on Motivation:

(1) content (2) process (3) job design (4) reinforcement

contingency factors.

(1) necessary knowledge and skill, (2) desire for personal growth, and (3) context satisfactions—that is, the right physical working conditions, pay, and supervision.

Job design is

(1) the division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance

The Three Elements of Expectancy theory

1. Expectancy Expectancy is the belief that a particular level of effort will lead to a particular level of performance. 2. Instrumentality Instrumentality is the expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy. 3. Valence Valence is value, the importance a worker assigns to the possible outcome or reward.

Practical characteristics of goals

1. Goals Should Be Specific usually meaning quantitative 2. Goals Should Be Challenging but Achievable 3. Goals Should Be Linked to Action Plans 4. Goals Need Not Be Set Jointly to Be Effective 5. Feedback Enhances Goal Attainment

4. Esteem Needs

After they meet their social needs, people focus on such matters as self-respect, status, reputation, recognition, and self-confidence.

• Alderfer's ERG theory

Clayton Alderfer in the late 1960s, ERG theory assumes that three basic needs influence behavior— existence, relatedness, and growth,

Why Is Motivation Important?

Do extra for your organization. Stay with your organization. Show up for work at your organization Be engaged while at your organization. Join your organization.

Equity theory

Equity theory focuses on employee perceptions as to how fairly they think they are being treated compared with others. Equity theory suggests that people compare the ratio of their own outcomes to inputs against the ratio of someone Else's outcomes to inputs. Developed by psychologist J. Stacey Adams,

E—Existence Needs

Existence needs are the desire for physiological and material well-being.

Weakens Behavior: Reinforcement

Extinction is the weakening of behavior by ignoring it or making sure it is not reinforced. Punishment is the process of weakening behavior by presenting something negative or withdrawing something positive.

• Herzberg's two-factor theory

Frederick Herzberg arrived at his needs-based theory as a result of a landmark study of 203 accountants and engineers, two-factor theory, which proposed that work satisfaction and dissatisfaction arise from two different factors—Hygiene factors—Motivating factors—"

• Goal-setting theory

Goal-setting theory suggests that employees can be motivated by goals that are specific and challenging but achievable. According to psychologists Edwin Locke and Gary Latham,

G—Growth Needs

Growth needs are the desire to grow as human beings and to use our abilities to their fullest potential.

The Job Characteristics Model: Five Job Attributes for Better Work Outcomes

J. Richard Hackman and Greg Oldham, 1. Skill variety "extent to which a job requires a person to use a wide range of different skills and abilities." 2. Task Identity—"How Many Different Tasks Are Required to Complete the Work?" 3. Task Significance—"How Many Other People Are Affected by Your Job?" 4. Autonomy—"How Much Discretion Does Your Job Give You?" 5. Feedback—"How Much Do You Find Out How Well You're Doing?"

3. Love Needs

Once basic needs and security are taken care of, people look for love, friendship, and affection.

Contextual Factors (Integrated model of motivation)

Organizational Culture Cross Cultural Values Physical Environment Rewards and Reinforcement Group Norms Communication Tech leader behavior Organizational design

Personal Factors (Integrated model of motivation)

Personal Factors Personality Ability Core self evaluations Emotions Attitudes Needs

Strengthening Behavior: Reinforcement

Positive reinforcement is the use of positive consequences to strengthen a particular behavior. Negative reinforcement is the process of strengthening a behavior by withdrawing something negative.

The Four Types of Reinforcement:

Positive, Negative, Extinction, & Punishment

Ways Employees try to reduce inequity

Reduce their inputs Try to change outputs/rewards they receive Distort inequality Change the object of comparison They will leave the situation

R—Relatedness Needs

Relatedness needs are the desire to have meaningful relationships with people who are significant to us.

5. Self-Actualization Needs

The highest level of need, self-actualization is self-fulfillment—the need to develop one's fullest potential, to become the best one is capable of being.

Equity Theory: Inputs vs Outputs

The inputs that people perceive they give to an organization are their time, effort, training, experience, intelligence, creativity, seniority, status, and so on. The outputs are the rewards that people receive from an organization: pay, benefits, praise, recognition, bonuses, promotions, status perquisites

McClelland identifies two forms of the need for power

The negative kind is the need for personal power, as expressed in the desire to dominate others, and involves manipulating people for one's own gratification The positive kind, characteristic of top managers and leaders, is the desire for institutional power, as expressed in the need to solve problems that further organizational goals.

Job Fitting...

The traditional way is fitting people to jobs; the modern way is fitting jobs to people

Positive Reinforcement

There are several aspects of positive reinforcement, which should definitely be part of your toolkit of managerial skills: Reward only desirable behavior. Give rewards as soon as possible Be clear about what behavior is desired. Have different rewards and recognize individual differences

1. Physiological Needs

These are the most basic human physical needs, in which one is concerned with having food, clothing, shelter, and comfort and with self-preservation.

2. Safety Needs

These needs are concerned with physical safety and emotional security, so that a person is concerned with avoiding violence and threats.

Simple Model of Motivation

Unfulfilled Need - desire for need is created Motivation - search to satisfy need Behaviors - choose behavior to satisfy need Rewards - 2 types: extrinsic & intrinsic Feedback (Return to the top)

Punishment

Unquestionably there will be times when you'll need to threaten or administer an unpleasant consequence to stop an employee's undesirable behavior. Punish only undesirable behavior. Give reprimands or disciplinary actions as soon as possible Be clear about what behavior is undesirable. Administer punishment in private. Combine punishment and positive reinforcement.

• Expectancy theory

Victor Vroom, expectancy theory suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it

Content perspectives

also known as need-based perspectives, are theories that emphasize the needs that motivate people.

.Job Enrichment:

consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.

job enlargement

consists of increasing the number of tasks in a job to increase variety and motivation.

Hygiene factors

hygiene factors, are factors associated with job dissatisfaction—such as salary, working conditions, interpersonal relationships, and company policy

Reinforcement

is anything that causes a given behavior to be repeated or inhibited

Motivation

may be defined as the psychological processes that arouse and direct goal-directed behavior

Motivating factors

motivating factors, or simply motivators, are factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement

Popular Incentive Compensation Plans

pay for performance bonuses profit sharing gain-sharing stock options pay for knowledge

• Maslow's hierarchy of needs theory

proposes that people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization

Intrinsic rewards

satisfaction in performing the task itself. An intrinsic reward is the satisfaction, such as a feeling of accomplishment, that a person receives from performing the particular task itself.

Extrinsic rewards

satisfaction in the payoff from others. An extrinsic reward is the payoff, such as money, that a person receives from others for performing a particular task.

• McClelland's acquired needs theory

states that three needs—achievement, affiliation, and power—are major motives determining people's behavior in the workplace.

job simplification,

the process of reducing the number of tasks a worker performs.