MGT 325- Motivating your Workforce

Valence- Reward to Personal Goals

- Based on the assumption that at any given time, a person prefers certain outcomes to others. - Measures that attraction that a given outcome holds for an individual. - Considers the satisfaction that the person anticipates from a particular outcome

Self-Determination Theory Evidence about cognitive evaluation theory:

- Does rewards reduce intrinsic motivation? - Some studies show that external rewards reward their own intrinsic desire - Other studies show that extrinsic rewards can increase motivation - Extrinsic rewards (e.g., verbal praise and feedback) can improve intrinsic motivation under specific circumstances - Rewards and deadlines diminish motivation if people see them as coercive or controlling

Increasing Self Efficacy: - Enactive Mastery

- Gaining relevant experience with task or job - "Practice makes perfect" - Most important source of efficacy

Increasing Self Efficacy: -Arousal

- Getting "psyched up" - emotionally aroused - to complete task - Can hurt performance if emotion is not a component of the task

Increasing Self Efficacy: -Vicarious modeling

- Increasing confidence by watching others perform the task - Most effective when observer sees the model to be similar to him- or herself

Evidence

- Intuitively appealing, but research has not supported Maslow's Needs Hierarchy, Theory X, Theory Y, and Two factor theory. - Regardless of the criticisms, these theories have been influential and many managers are well knowledgeable of them.

Increasing Self Efficacy: -Verbal Persuasion

- Motivation through verbal conviction - Pygmalion and Galatea effects - self-fulfilling prophecies

Evidence

- People with high need for achievement perform best when probability of success is about .5 - Set goals that require stretching themselves, but not overreaching --Thus, they dislike gambling (no challenge) Evidence: - Highly motivated if jobs .... --require high personal responsibility, feedback and some amount of risk Successful in entrepreneurial activities? - Yes.

What is Motivation?

- The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal Key elements: - Intensity --How hard a person tries Direction: - The focus of the intensity Persistence: - How long effort is maintained

Self-Determination Theory Evidence about self-concordance:

- What are the benefits of individuals pursuing goals because of intrinsic interest? -- they are more likely to attain goals, are happier when they do, and are happy even if they do not. Individuals - choose your job for reasons other than extrinsic rewards Organizations - provide intrinsic incentives - makes work more interesting, provide recognition, and support growth

Instrumentality- Performance to Reward

-A persons belief about the relationship between performing an action and experiencing an outcome. - Perfromance- Outcome Expectation -Will this action really make a difference?

Expectancy- Effort to Performance

-Belief about the link between making an effort and actually performing well - Do you really need to believe this goal can be achieved? -How much effort is needed to achieve the goal?

Expectancy Theory bottom line

All three links between the boxes must be intact or motivation will not occur: - Individuals must feel that if they try, they can perform - If they perform, they will be rewarded - When they are rewarded, the reward will be something they care about

Bandura's Self-Efficacy Theory

An individuals belief that he or she is capable of performing a task. Evidence suggest that: -Higher efficacy is related to: --Greater confidence --Greater persistence in the face of difficulties --Better response to negative feedback (work harder)

Equity Theory:

Beliefs about fairness of outcomes Comparisons with others based on a simple ratio: - [Outcomes / Inputs] of me vs. [Outcomes / Inputs] of other Your outcomes/Your inputs = Others outcomes/Others inputs

Self-concordance

Considers how strongly people's reasons for pursuing goals are consistent with their interests and core values.

Goal-setting Theory If employees participate in setting their own goals, will they try harder?

Evidence: - Mixed - In some cases, participatively set goals yielded superior performance - In others, individuals performed better when assigned goals by boss. - What matters is "acceptance of the goal" - Individuals pursuing the goal needs to clearly understand its purpose and importance

Expectancy Theory Variables

Expectancy: Will my effort lead to high performance? Instrumentality: What work will be received as a result of the performance? Valence: Do I find the outcomes desirable?

Bandura's Self-Efficacy Theory

Given Hard Goal-> Increased Confidence-> Higher Self Set Goal-> Higher Performance - Bringing goal setting theory and self efficacy theory together - Setting difficult goals for people communicates your confidence in them.

Evidence- Managerial Success

High Need for Achievement- Good Managers? - Do not necessarily make good managers, especially in large organizations (concerned with their own goals, not in influencing others.) Who are the best managers: - High need for power and low need for affiliation - High power motive is requirement for managerial effectiveness.

Goal-setting Theory Setting goals is always beneficial?

If not, when? - Goals can lead employees to focus on a single standard and exclude all others --Short-term stock prices vs. Long-term success - Employees low in conscientiousness and emotional stability experience experience greater emotional exhaustion when their leaders set goals. - Individuals may fail to give up on an unattainable goal (it is better to give up sometimes) - However, goals are in general powerful. - Align individual goals with company objectives

Reactions to Inequity

Inequity tension motivates people to act to bring their situation into equity: - Change inputs (slack off) - Change outcomes (ask for raise) - Distort/change perceptions of self - Distort/change perceptions of others - Choose a different referent person - Leave the field (quit the job)

Two Factor Theory

Job characteristics that satisfy/motivate are different from job characteristics that dissatisfy/demotivate Motivators - Intrinsic factors - Work itself, promotion opportunities, personal growth opportunities recognition, responsibility, achievement Hygiene factors - Extrinsic factors - Pay, quality of supervision, company policies, physical working conditions, job security

Theory X

Little Ambition Dislike Work Avoid responsibility

McClelland's Theory of needs

Need for Achievement: - The drive to excel, to achieve/succeed in relation to a set of standards Need for power: - The need to make others behave in particular ways Need for affiliation: - The desire for friendly and close interpersonal relationships

Cognitive Evaluation Theory

Proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation.

Theory Y

Self- Directed Enjoy work Accept responsibilty

Self- Determination Theory

Self-determination theory: -People prefer to have control over their actions so when they feel they are forced to do something they previously enjoyed, motivation will decrease Cognitive Evaluation Theory Self-concordance

Goal- Setting Theory

Specific vs. Broad Easy vs. Difficult -but accepted by employees Accompanied by feedback Mechanism (how it works?) - Directs our attentions to the goals -Energizes us -Induces us to be persistent -Discovery of effective strategies

Expectancy Theory

The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual. Individual Effort -> Individual Performance -> Organizational Rewards -> Personal Goals 1. Effort- performance relationship 2. Performance-reward relationship 3. Rewards-personal goals relationship

Systematic Study of Human Behavior

Theory: concepts and ideas -> Hypothesis: Relationships -> Evidence -> Inferences: Class Discussion & Homework -> Theory again

Theory X&Y

Two distinct views of human beings: Theory X (basically negative) and Theory Y (Positive) -Managers used a set of assumptions based on their views -The assumptions molded their behaviors toward employees