MGT 301-Chapter 12

expanding skills

May include shadowing other employees, tuition reimbursement, and training

Why is motivation important?

You want to motivate people to: Join your organization Stay with your organization Show up for work at your organization Be engaged while at your organization Do extra for your organization

Equity/Justice Theory

a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships based on cognitive dissonance

Bethany is writing a paper for her Management class. She already has a strong A in the class, and only needs to get a C on the paper to keep her A. As she prepares the final version of the paper, she takes special care that the paper is well-written, insightful, and error-free, something that she can be proud of. Bethany is experiencing

an intrinsic reward

Hygine factors

associated with job dissatisfaction which affect the job context in which people work.

work-life balance

benefit programs or initiatives designed to help all employees balance work life with home life may include flex time, vacation, and sabbaticals

Job Design

the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance two techniques: fitting people to jobs (scientific management) fitting jobs to people (enlargement or enrichment)

In Earl's department at Pencilchicken, Inc. employees get money based on how much the department has been able to save in costs. This is an example of a ____________ compensation plan.

gainsharing

Reinforcement Theory

Suggests that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated Pioneered by B.F. Skinner (operant conditioning) and Edward Thorndike (law of effect). •Use of reinforcement theory to change human behavior is called behavior modification.

meaningfulness

The sense of "belonging to and serving something that you believe is bigger than the self"

Nonmonetary incentives

Work-life balance Ability to expand skills Positive work environment Finding meaning in work

Deci and Ryan's self-determination theory

assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness focuses primarily on intrinsic motivation and rewards

process perspectives

concerned with the thought processes by which people decide how to act how employees choose behavior to meet their needs process theories: equity or justice theory expectancy theory goal-setting theory

stretch goals

goals some companies adopt that are beyond what they are actually expected to achieve

Patty prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Patty probably has a:

high need for achievement

Last year, Diana's boss promised her a big bonus if she met her goals. At the end of the year, after Diana had exceeded her goals, she found her bonus was very small. In the future, Diana's _____ will probably be ____.

instrumentality, low

popular incentive compensation plans

-pay for performance -piece rate -sales commission -bonuses -profit-sharing -gainsharing -stock options -pay for knowledge

motivating factors

Factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance

needs

Physiological or psychological deficiencies that arouse behavior. Content theorists ask, "What kind of needs motivate employees in the workplace?"

compenstation

monetary rewards

McCllands acquired needs theory

needs theory : three needs are major motives determining people's behavior in the workplace :1.Achievement: desire to achieve excellence in challenging tasks. 2.Affiliation: desire for friendly and warm relationships. 3.Power: desire to influence or control others.

When a manager stops nagging a subordinate, the manager is using

negative reinforcement

extrinsic rewards

payoff a person receives from others for performing a particular task

relatedness

people need to feel a sense of belonging, and attachment to others

competence

people need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills

autonomy

people need to feel they have freedom and the discretion to determine what they want to do and how they want to do it

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

intrinsic rewards

satisfaction a person receives from performing the particular task itself unfulfilled need to motivation to behaviors to rewards to feedback

learning goal orientation

sees goals as a way of developing competence through the acquisition of new skills

performance goal orientation

sees them as a way of demonstrating and validating a competence we already have by seeking the approval of others

goal-setting theory

suggests that employees can be motivated by goals that are specific and challenging but achievable

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

well-being

the combined impact of five elements: positive emotions, engagement, relationships, meaning, and achievement (PERMA).

motivation

the psychological process that arouse and direct goal-directed behavior

negative reinforcement

the strengthening of a behavior by withdrawing something negative

content perspectives

theories that emphasize the needs that motivate people

positive reinforcement

use of positive consequence to strengthen a particular behavior

punishment

weakening behavior by presenting something negative or withdrawing something positive

Extinction

weakening of behavior by ignoring it or making sure it is not reinforced

procedural justice

"How fair is the process for handing out rewards?"

Interactional Justice

"How fairly am I being treated when rewards are given out?"

Distributive Justice

"How fairly are rewards being given out?"

some ways employees try to reduce inequity

-they will reduce their inputs -they will try to change the outputs or rewards they receive -they will distort the inequity -they will change the object of comparison -they will leave the situation

four motivational mechanisms

1. Directs your attention 2. Regulates the effort expended 3. Increases your persistence 4. Fosters use of strategic and action plans

three elements of expectancy theory

1. Expectancy: belief that a particular level of effort will lead to a particular level of performance 2. Instrumentality: expectation that successful performance of the task will lead to the desired outcome 3. Valence: the value a worker assigns to an outcome

the four content perspective theories

1. Maslow's hierarchy of needs 2. McClelland's acquired needs theory 3.Deci and Ryan's self-determination theory 4. Herzberg's two-factor theory

Using Expectancy Theory to Motivate Employees

1. What rewards do your employees value? 2. What are the job objectives and the performance level you desire? 3. Are the rewards linked to performance? 4. Do employees believe you will deliver the right rewards for the right performance?

Four Major Perspectives on Motivation

1. content: emphasizes needs as motivators 2. process: focus on thoughts and perceptions that motivate behavior 3. job design: focus on designing jobs that lead to employee satisfaction and performance 4. reinforcement: based on the notion that motivation is a function of behavioral consequences and not unmet needs

Five Practical Lessons from Equity and Justice Theories

1.Employee perceptions are what count. 2.Employee want a voice in decisions that affect them. 3.Employees should be given an appeals process. 4.Leader behavior matters. 5.A climate for justice makes a difference.

practical considerations of the goal-setting theory

1.Goals should be specific. 2.Certain conditions are necessary for goal-setting to work. 3.Goals should be linked to action plans. 4.Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal-setting to work.

suggestions for building meaning into your life

1.Identify activities you love doing. 2.Find a way to build your natural strengths into your personal and work life. 3.Go out and help someone.

using reinforcement to motivate employees

POSITIVE REINFORCEMENT -Reward only desirable behavior -Give rewards as soon as possible -Be clear about what behavior is desired -Have different rewards and recognize individual differences PUNISHMENT •Punish only undesirable behavior.•Give reprimands or disciplinary actions as soon as possible.•Be clear about what behavior is desirable.•Administer punishment in private.•Combine punishment and positive reinforcement.