MGMT 305 Ch 6 Motivation

Traditional Approach

"Scientific Management" (Frederick Taylor assumes that employees are motivated solely by money.

Outcome

Anything that results from performing a behavior

Human Relations Approach

Assumes employees' needs outweigh money and that fostering favorable employee attitudes (the illusion of involvement) results in motivations.

Human Resource Approach

Assumes people want to make genuine contributions; managers should encourage their participation by providing the proper working environment conditions.

Level of Persistence

When faced with obstacles, how hard does a person keep trying to perform a chosen behavior successfully?

Direction of Behavior

Which behaviors does a person choose to perform in an organization?

Valence Defintion

reflects the anticipated value of the outcomes associated with performance

Process Theory: Goal Setting

suggests that employees can be motivated by goals that are: -Specific -Challenging -Achievable Goals are the primary driver of intensity and persistence of effort "Do your Best" is not specific enough to drive intensity/persistence One of the most robust theories of motivation Works over a broad range of people, jobs & situations

vicarious experiences

taking into account their observations and discussions with others who have performed such tasks

Self-Efficacy Definition

the belief that a person has the capabilities needed to execute the behaviors required for task success

Specific and Difficult Goals

assigning these types of goals results in higher level of performance than assigning no goals, easy, goals, or "do your best" goals

verbal persuasion

because friends, coworkers, and leaders can persuade employees that they can "get the job done"

emotional cues

feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels

Equity Theory Concepts

* to motivate employees to contribute inputs that the organization needs, managers need to administer outcomes to employees based on their inputs. *Managers must ensure that different employees' outcome/input ratios are approximately equal so that employees who contribute more inputs receive more outcomes and vice versa

Goal Setting Points

*A person with higher goals will do better than someone with lower goals *Difficult goals, when accepted, result in higher performance than easy goals *Specific goals increase performance (rather than "Do your best") *People do better when they get feedback on how well they are progressing towards their goals

Additional Points on Goal Setting Theory

*Has been validated across all job categories (postal workers, loggers, engineers, sales reps) *Presupposes that an individual is committed to the goal (unattainable goals may reduce effort) *Suggests that goal commitment increases with employee participation in goal-setting *Does not necessarily generalize across cultures *Finds relationship with performance, but not with satisfaction

Expectancy Theory: Instrumentality (cont.) Pay-for-Performance Plans (Individual/Team/Organization Level)

*Individual Incentives (Commission, Piece0-Rate) *Group/Team Incentives (gainsharing) *Organization Incentives (Profit Sharing; Stock Incentives)

Theories are Often Culture-Bound

*Most motivation theories were developed in the U.S. by Americans and about Americans *Not all cultures have the same characteristics as American culture *Many cultures desire interesting work and other factors

Guidelines for using the Expectancy Theory

- Determine the primary outcomes each employee wants -Decide what levels/kinds of performance are needed to meet organizational goals -make sure the desired levels of performance are possible -link desired outcomes and desired performance -Make sure rewards are large enough -make sure the overall system is equitable for everyone

Motivational Framework

- a NEED is anything an individual requires or wants - a NEED DEFICIENCY leads to a need to satisfy the need. -GOAL-DIREECTED BEHAVIORS result from individuals trying to satisfy their need deficiencies. -REWARDS & PUNISHMENTS are consequences og the goal-directed behavior.

Need-Based Perspectives Dual Structure Theory (Herzberg)

-Assumes that motivation, as a construct, has two separate dimensions *Motivation factors which affect satisfaction *Hygiene factors which determine dissatisfaction -Assumes motivation occurs through job enrichment once hygiene factors are addressed. -Criticisms: *May be both method and culture bound *Fails to account for individual differences *Factors (e.g., pay) may affect both dimensions

Goal Setting Theory Mechanisms

-Direct Attention -Mobilize Effort -Increase Persistence -Motivate Strategy development "SMART" Goals Specific, Measurable, Attainable, Results-orientated, Time bound

Additional Important Needs in a Need-Based Perspective

-The Need for Achievement (McClelland) *the desire to accomplish a task or goal more effectively than was done in the past. -The Need for Affiliations *the need for human companionship -the Need for Power *the desire to control the resources in one's environment.

Equity Theory

1. People hold beliefs about their inputs and outputs 2. People compare themselves to a referent other 3. People form beliefs about others inputs and outcomes 4. People compare their input and outcome ratio with other's input and outcome ratio 5. Perceptions of inequality motivate behavior to restore equity *Equity theory was developed by J. Stacy Adams in the 1960's

Article Employee Motivation Four basic emotional needs/drives what are they, provide an example of each

Acquire (reward), Bond (culture), Comprehend (job design), and Defense (Performance-Management and Resource-Based Management)

Three Perspectives: Process

Concerned with the thought processes by which people decide how to act.. why employees have different needs, what behaviors they engage in to satisfy those needs, and how they decide whether their choices were successful. -Expectancy Theory -Equity Theory -Goal-Setting Theory

Equity Theory (cont)

Equity/Inequity is experienced differently by everyone Equity Sensitivity: -Benevolent(s) -Equity Sensitives -Entitleds

Conditions of Equity and Inequity

Equity: Individual O/I=Referent O/I Overpayment Inequity: Individual O/I > Referent O/I Underpayment Inequity: Individual O/I<Referent O/I

Types of Outcomes

Extrinsic: motivation controlled by some contingency that depends on task performance Intrinsic: motivation that is felt when task performance is its own reward

Motivation: Extrinsic and Intrinsic

Extrinsic: source of motivation is acquisition of material or social rewards or to avoid punishment Intrinsic: source of motivation is actually performing the behavior; behavior performed for its own sake

Making Goal Setting Work

Feedback: updates on employee progress toward goal attainment Task Complexity: level of complication of the information and actions of a task Goal Commitment: degree to which a person accepts a goal and is determined to reach it.

Level of Effort

How hard does a person work to perform a chosen behavior?

Equity Theory Outcomes & Inputs

Outcome: Pay, Fringe benefits, job satisfaction, status, opportunities for advancement, job security Inputs: special skills, training, education, work experience, effort on the job, time

Performance =f(M x A)

Performance requires both motivation and ability. No ability, no performance; no motivation, no performance

Equity Sensitives

Prefer output/input ration to be equal

Entitleds

Prefer that their output/input ratio is greater then comparison others (over reward)

Benevolents

Prefer that their output/input ratio is less than comparison others (lower needs, sacrifice)

S.M.A.R.T. goals

Specific, Measurable, Achievable, Results-Based, Time-Sensitive

Valence

The degree of attractiveness or unattractiveness (value) that a particular outcome has for a person

Performance-to-outcome expectancy

The perceived probability that performance will lead to certain outcomes

Expectancy Theory

Theory that suggests that people are motivated by: 1) How much they want something and 2) how likely they think they are to get it. Key Components: Effort-to-performance expectancy, Performance-to-outcome expectancy, Outcome, Valence

Article Employee Motivation Describe the two studies the authors conducted to determine what actions managers can take to satisfy the four drives.

Two major studies, 1. 385 employees of two global businesses- on financial services giant and one It services farm. 2. 300 Fortune 500 companies. The criteria indicators used were engagement, satisfaction, commitment, and intention to quit.

Motivation

a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.

Self-Efficacy

belief in one's personal ability to do a task Can be enhanced through Verbal Persuasion (Pep Talks), Emotional Cues (Pride/Enthusiasm not Anxiety/Fear), Past Accomplishments (Did it before, can do it again), Vicarious Accomplishments (They did it, you can do it too)

Expectancy (E--->P):

belief that a particular level of effort will lead to a particular level of performance. Self-Efficacy is the the most critical trait for this belief.

Strong Instrumentality

belief that improved performance will lead to better/more rewards

Weak Instrumentaility

belief that improved performance will not lead to better/more rewards

Weak Expectancy

belief that no matter how hard you work, you will not be able to perform the tasks at a satisfactory level

Strong Expectancy

belief that your hard work will result in a higher level of task performance

Needs

can be defined as cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences

task strategies

defined as learning plans and problem-solving approaches used to achieve successful performance

goal commitment

defined as the degree to which a person accepts a goal and is determined to try and reach it.

Expectancy Theory Motivates employees by:

expectancy, instrumentality, valence

Goal-Setting Motivates employees through

goals

Engagement

high levels of intensity and persistence in work effort

Reasons for High Valence of Pay

meaning of money -achievement, respect, and freedom

Extrinsic Motivation

motivation that is controlled by some contingency that depends on task performance.

Intrinsic Motivation

motivation that is felt when task performance serves as its own reward

task complexity

reflects how complicated the information and actions involved in a task are, as well as as how much the task changes

Equity motivates employees by

removing inequities in the workplace

Expectancy Definition

the belief that exerting a high level of effort will result in the successful performance of some task.

Instrumentality Definition

the belief that successful performance will result in some outcomes

Expectancy Theory Definition

the cognitive process that employees go through to make choices among different voluntary responses

past accomplishments

the degree to which they have succeeded or failed in similar sorts of tasks in the past

Meaning of Money

the degree to which they view money as having symbolic, not just economic, value achievement, freedom, and respect

Expectancy Theory: Instrumentality (P-->O)

the expectation that successful performance of the task will lead to the outcome desired

self-set goals

the internalized goals that people use to monitor their own task progress.

Effort-to-performance expectancy

the perceived probability that effort will lead to performance.

Expectancy Theory: Valence

the value an employee assigns to the possible outcome + salary increases, bonuses - disciplinary action, termination 0 or neutral dissatisfies Herzberg

feedback

updates on employee progress toward goal attainment

Goal Setting Theory defintion

views goals as the primary drivers of the intensity and persistence of effort