MGMT Chapter 18 - PPT
equity theory
people will compare their circumstances with those of similar others and that this behavior motivates them to seek fairness in the way they are rewarded for performance - key to all comparisons is perception (outcome/input ratios)
expectancy
perceived relationship between effort and performance - when strong, employees believe that their hard work and efforts will result in good performance, so they work harder - when weak, employees figure that no matter what they do or how hard they work, they won't be able to perform their jobs successfully, so they don't work as hard
instrumentality
perceived relationship between performance and rewards - when strong, employees believe that improved performance will lead to better and more rewards, so they choose to work harder - when weak, employees don't believe that better performance will result in more or better rewards, so they choose not to work as hard
socialez power-oriented managers
persuade people, provide advice, coaching and support, generate strong positive emotions in others, maintain their reputations inside and outside the organization (complex organizations, bureaucracies)
excessive risk taking increased stress goals as ceilings rather than floors ignoring nongoal areas short-range thinking dishonesty and cheating
potential solutions to each pitfall: - specify acceptable risk levels and consequences for moving beyond these levels - ensure that employees have skills, provide training - recalibrate goals as part of an ongoing process; reward overachievement when it is properly aligned - make sure goals are comprehensive - connect goals to broader mission of organization - set an example of honesty and punish dishonesty
positive reinforcement, negative reinforcement punishment, extinction
reinforcement theory +? -?
physiological needs
required for survival - food, water, shelter, oxygen (salary)
safety needs
secure and protected physical and emotional environment (job security)
esteem needs
self-image, self-confidence, achievement, and respect (recognition and rewards)
goal-setting theory
setting goals that are difficult, but achievable, is a significant motivator of performance, provided the goals are accepted by the employee - direct attention towards goal-relevant activities - may employees want to work harder - tight deadlines lead to a more rapid work pace - people use prior knowledge and apply them to meet new goals
content theories of motivation
study of incentives and needs that motivate people to perform in a certain way - hierarchy of needs theory - ERG theory - two-factor theory - acquired needs theory - four-drive theory
strengths triggers style
tailoring opportunities and rewards that accentuate employee strengths, requires determining: - individual ______ - ______ that activate those strengths - individual learning _______
self-efficacy
the belief that one has the capabilities to accomplish organizational goals enhanced when employees are: - encouraged to expand their repertoire of skills - given opportunities to grow and develop in the organization grows when individuals complete more complex tasks
motivation
the desire, stimulus, or incentive to pursue a particular course of action
expectancy theory
the theory that people will be motivated to the extent to which they believe that their efforts will: 1. lead to good performance 2. that good performance will be rewarded 3. the rewards will be attractive to them
motivation
valence x expectancy x instrumentality OR effort x performance x reward
inputs outcomes outcomes referent leave
when people perceive that they have been treated inequitably, they may... - decrease or withhold ____ - increase ____ - rationalize or distort inputs to _____ - change the _____ - _____
process theories of motivation
why do people behave in certain ways to satisfy their needs and how do they evaluate their overall level of satisfaction after they have attempted to fulfill their needs - goal-setting theory - expectancy theory - equity theory
theory y manager
- believes employees are not slackers but are motivated to do their best and to work to their potential - more inclined to use participatory rather than command-and-control styles of leadership - delegate more freely and believe that with increased autonomy and responsibility, employees will rise to the occasion - seek consensus and try to create an open atmosphere where employees are free to experiment and innovate
theory x manager
- believes employees inherently dislike work and need to constantly monitored and evaluated to ensure that they do what is expected - assumes that left to their own devices, employees will do the bare minimum to survive - use fear, intimidation, and threats of punishment to drive motivation - generally believes employees are principally motivated by extrinsic rewards, especially compensation
daniel pink's three intrinsic motivational factors
3 factors lead to better employee performance, higher employee engagement, and higher employee personal satisfaction: 1. autonomy - to be self-directed 2. mastery - desire to get better at the things we do 3. purpose - having some transcendent purpose beyond pure profit
Alderfer's ERG Theory
Individuals are motivated by three primary needs: existence (basic physical needs), relatedness (connection with others), and growth (personal development)
specific measureable attainable relevant timebound
SMART Goals
punishment
act of presenting an aversive stimulus in response to an undesired behavior
negative reinforcement
act of removing an aversive condition in response to a desired behavior
positive reinforcement
act of rewarding a desired behavior
belongingness needs
affiliation such as family, friendships, and intimacy (inclusion and acceptance)
intrinsic reward
associated with "doing the job," include interesting and challenging work, self-direction and responsibility, variety, opportunities to use one's skills and abilities, and sufficient feedback regarding one's efforts (challenge, learning/mastery, variety, significance, autonomy)
financial turnover morale
benefits of employee engagement: - stronger ______ performance - lower employee ______ - increased employee ______
theory of operant conditioning
both positive and negative reinforcement increase behavior while punishment and extinction decrease behavior
decision making sharing development rewards
characteristic of organizations with high employee engagement: - participative _________ - information _______ - training and ________ - performance-based outcomes or ________
hygiene factors
comprise the makeup of the work environment and are a potential source of dissatisfaction (physiological needs, safety needs, belongingness needs) - ex: salary, security, work conditions
Herzberg's Two-Factor Theory
conditions that simultaneously act as drivers of satisfaction and dissatisfaction are: hygiene factors and motivators
self-actualization
desire to grow and develop into the best person he or she can be (job autonomy)
motivators
direct consequences of doing the job and the primary cause of satisfaction on the job - ex: achievement, recognition, challenge
theory x managers theory y managers
douglas mcgregor identified two fundamentally different approaches to management:
other's salary/degree other's outcome/inputs
equity exists if: - my salary/degree = - my outcome/inputs
affiliation-oriented managers
establish, restore, or maintain warm relationships, want to be liked and accepted, participate in group activities, socialize (service management, human resources)
effort to performance expectancy
evaluation of whether putting in effort will lead to high performance
performance to outcome expectancy
evaluation of whether successful performance will lead to a desired reward
valance
evaluation of whether the available outcomes are attractive
reinforcement theory
explains that both positive and negative reinforcements can induce certain behaviors
extrinsic rewards
facilitate or motivate task performance that include pay, promotions, fringe benefits, and job security (pay, status, perks, recognition, impact) may retard performance for right-brain critical thinking type tasks
challenging accepts participatively public support
gaining goal commitment/acceptance: - employees should have specific, ______ goals - but a manager needs to assure than employee truly ____ a goal, by: 1. setting goals ______ 2. making the goal ____ 3. obtaining top management's ______
extinction
idea that a behavior stops because it has ceased to be rewarded or punished
values behavior performance outcomes conflicts
increase the impact of expectancy theory: - determine what rewards each employee ______ - be clear about what _____ the organization expects - ensure that desired levels of ______ are challenging yet achievable - link desired ____ to desired performances - analyze situations for potential ______
acquired needs theory
individuals are driven or motivated by three types of needs: - need for achievement - need for affiliation - need for power
maslow's hierarchy of needs theory
individuals have multiple needs that must be fulfilled in a specific hierarchical order to ensure the greatest level of satisfaction
achievement-oriented managers
meet or surpass self-imposed goals, accomplish something new, plan long-term career advancement, outperform others (entrepreneurial ventures)
need for affiliation
need to interact, socialize, and develop friendships
need for power
need to seek opportunities for personal aggrandizement (personalized power) or to make an impact on and influence others (socialized power)
need for achievement
need to set, meet, and exceed goals