MGT 305 Chapter 12
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?
Suggestion for building meaning in 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
Patty prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Patty probably has a A. high need for achievement. B. high need for affiliation. C. high need for power. D. low need for achievement.
A. high need for achievement
When a manager stops nagging a subordinate, the manager is using A. positive reinforcement. B. negative reinforcement. C. punishment. D. intrinsic motivation.
B. Negative Reinforcement
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 ____. A. valence; low B. instrumentality; low C. expectancy; low D. expectancy; high
B. instrumentality; low
work-life benefits
Benefit programs or initiatives designed to help all employees balance work life with home life May include flex time, vacations, and sabbaticals
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. A. pay-for-performance B. pay-for-knowledge C. bonus D. gainsharing
D. Gainsharing
Elements of Justice Theory
Distributive Justice Procedural Justice Interactional Justice
Process Theories
Equity or justice theory Expectancy theory Goal-setting theory
Nonmonetary incentives
Work-life balance Ability to expand skills Positive work environment Finding meaning in work
Equity Theory
a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships
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 reward
The Three Innate Needs
competence, autonomy, relatedness
Process Perspectives
concerned with the thought processes by which people decide how to act How employees choose to behavior to meet their needs
The four major perspectives on motivation
content, process, job design, reinforcement
four motivational mechanisms of goal-setting theory
directs your attention regulates the effort expended increase your persistence fosters use of strategic and action plans
Five Practical Lessons from Equity and Justice Theories
employee perceptions are what count employee want a voice in decisions that affect them employees should be given an appeals process leader behavior matters a climate for justice makes a difference
Compensation
monetary rewards
Psychological needs
need for food clothing shelter comfort self-preservation
Love need
need for love, friendship, affection
Safety and Security
need for physical safety emotional security avoidance of violence
Self-actualization need
need for self-fulfillment, increasing competence, using abilities to the fullest
Esteem need
need for self-respect, status, reputation, recognition, self-confidence
Contextual factors
organizational culture, cross-cultural values, physical environment, rewards and reinforcement, group norms, communication technology, leader behavior, organizational design
Extrensic Reward
payoffs a person receives from others for performing a particular task
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
Personal factors
personality, ability, core self-evaluations, emotions, attitudes, needs
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
Needs
psychological or physiological deficiencies that arouse behavior Content theorists ask, "What kind of needs motivate employees in the workplace?"
Intrinsic Rewards
satisfaction a person receives from performing the particular task itself
negative reinforcement
strengthens a behavior by withdrawing something negative
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
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
Motivation
the psychological processes that arouse and direct goal-directed behavior
Content Perspectives
theories that emphasize the needs that motivate people
McCelland's Theory of Needs
three needs for major motivates 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
positive reinforcement
use of positive consequences to strength a particular behavior - 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
weakening behavior by presenting something negative or withdrawing something positive - 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
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?"
Maslow's Hierarchy of Needs
(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization
two techniques of job design
-Fitting people to jobs (i.e. scientific management) -Fitting jobs to people (enlargement or enrichment)
Popular Incentive Compensation Plans
-pay for performance -piece rate -sales commission -bonuses -profit-sharing -gainsharing -stock options -pay for knowledge
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
Practical considerations of 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
You want to motivate people to
1. join your organization 2. stay with your organization 3. show up for work at your organization 4. be engaged while at your organization 5. do extra for your organization
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 A. an intrinsic reward. B. high equity. C. a belongingness need. D. a hygiene factor.
A. an intrinsic reward
Expanding skills
May include shadowing other employees, tuition reimbursement, and training
Relatedness
People need to feel a sense of belonging, of attachment to others.
reinforcement theory
Suggests that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated Pioneered by BF Skinner (operant conditioning) and Edward Thorndike (law of effect) use of reinforcement theory to change human behavior is called behavior modification
well-being
The combined impact of five elements-positive emotions, engagement, relationships, meaning, and achievement (PERMA)
Meaningfulness
The sense of "belonging to and serving something that you believe is bigger than the self"