MGT 300 Chapter 12
1st Element of Expectancy Theory
(1) Expectancy - "Will I be able to perform at the desired level on a task?" Expectancy is the belief that a particular level of effort will lead to a particular level of performance. This is called THE EFFORT-TO-PERFORMANCE EXPECTANCY
Three elements of Goal-Setting Theory
(1) Goals should be specific (2) Goals should be challenging (3) Goals should be Achievable Use the SMART program (Specific, Measurable, Attainable, Results-Oriented and Target Dates)
Content Perspectives include 5 theories
(1) McGregor's Theory X/Theory Y (2) Maslow's hierarchy of Needs Theory (3) Alderfer's ERG Theory (4) McClelland's acquired needs Theory (5) Herzberg's two-factor theory
Non-monetary Ways of Motivating Employees
(1) The need for work - life balance (2) The need to expand skills (3) The need to matter
(4) Autonomy -- "How Much Discretion Does Your Job Give You?"
Autonomy describes the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform themc
USING COMPENSATION & OTHER REWARDS TO MOTIVATE
Compensation, the main motivator of performance, includes pay for performance, bonuses, profit sharing, gain sharig, stock options, and pay for knowledge. Other nonmonetary incentives address needs that aren't being met, such as work-life balance, growth in skills and commitment
Employee Engagement
Defined as a heightened emotional connection that an employee feels for his or her organizaton, which influences him or her to exert discretionary effort in his or her work
Equity Theory
Equity theory focuses on employee perceptions as to how fairly they think they are being treated compared to others
Comparison
Equity theory suggests that people compare the ratio of their own outcomes in inputs against the ratio of someone else's outcomes to inputs.
Alderfer's ERG Theory
Existence, Relatedness, & Growth Existence needs are the desire for physiological and material well being Relatedness needs are the desire to have meaningful relationships with people who are significant to us Growth Needs are the desire to grow as human beings and to use our abilities to their fullest potential
Goal-Setting Theory
Objectives should be Specific & Challenging but Achievable Goal setting theory suggests that employees can be motivated by goals that are specific and challenging but achievable EDWIN LOCKE AND GARY LATHAM
Process Perspectives on Employee Motivation
PROCESS PERSPECTIVES which are concerned with the thought processes by which people decide how to act, have three viewpoints: equity theory, expectancy theory, and goal-setting theory.
Motivation: What it is & why it's important
Peope are mainly motivated to fulfill their wants and their needs.. First, people have certain needs that help motivate them to perform specific behaviors for which they receive rewards that feed back and satisfy the original need.
The four types of Reinforcement
Reinforcement is anything that causes a given behavior to be repeated or inhibited Positive, Negative, Extinction, & Punishment
(1) Skill Variety -- "How many Different Skills Does Your Job Require?"
Skill Variety describes the extent to which a job requires a person to use a wide range of different skills and abilities
(2) Task Identiy -- "How many different tasks are required to complete the Work?"
Task Identity describes the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end.
(3) Task Significance -- "How Many other people are affected by your Job?"
Task Significance describes the extent to which a job affects the lives of other people, whether inside or outside the organizationbbbbc
Outputs
The outputs are the rewards that people receive from an organization: Pay, benefits, praise, recognition, bonuses, promotion, status perquisites (corner office with a view, or private parking space) and so on.
(1) Positive reinforcement
This is the use of positive consequences to encourage desirable behavior
Herzberg's Two-Factor Theory
Two Factor Theory, which proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from motivating factors (Recognition, Achievement, The Work Itself, Responsibility, Advancement & Growth) work dissatisfaction from hygiene factors (Pay & Security, Working Conditions, Interpersonal Relationships, Company Policy, Supervisors)
Expectancy Theory
Victor Vroom, 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
What is Motivation?
defined as the psychological processes that arouse and direct people's goal-directed behavior. Motivation is through need based (content), process and reinforcement
Characteristics of the best Incentive Compensation Plans
(1) Rewards must be linked to performance and be measurable (2) The rewards must satisfy individual needs (3) The Rewards must be agreed on by manager and employees (4) The rewards mustbe believeable, and achieveable by employees
Other Incentives to simply treat employees well
(1) Thoughtfulness: The Value of Being Nice (2) Work-Life Benefits (3)Surroundings (Office) (4) Skill-building & Educational Opportunities (5) Sabbaticals
(1) Positive Reinforcement
(1)Reward only desireable behavior (2) Give rewards as soo as possible (3) Be clear about what behavior is desired (4) Have different rewards and recognize individual differences
2nd Element of Expectancy Theory
(2) Instrumentality- "What outcome will I receive if I perform at this level?" Instrumentality is the expectation that successful performance of the task will lead to the outcome desired. This is called PERFORMANCE-TO REWARD EXPECTANCY.
3rd Element of Expectancy Theory
(3)Valence- "How much do I want the outcome?" Valence is value, the importance a worker assigns to the possible outcome or reward.
Using Expectancy Theory to Motivate Employees
What rewards do your employees value? What are the job objectives and the performance level you desire? Are the rewards linked to performance? Do employees believe you will deliver the right rewards for the right performance
The four major perspectives on Motivation
(1) Content (need based) (2) Process (3) Job Design (4) Reinforcement
McClelland's Acquired Needs Theory: The 3 Needs (1) Need for Achievement --"I need to excel a tasks"
(1) Need for Achievement --"I need to excel a tasks" This is the desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks (2) Need for Affiliation -- "I need close relationships" This is the desire for frienndly and warm relations with other people (3) Need for Power -- 'I need to control others" This is the desire to be responsible for ther people, to influence their behavior or to control them
(2) Punishment
(1) Punish only undesirable behavior (2) Give reprimands or disciplinary actions as soon as possible (3) Be clear about what behavior is undesireable (4) Administer punishment in private (5) Combine punishment and positive reinforcement
Job Enrichment
Consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement
WHAT ARE CONTENT PERSPECTIVES ON EMPLOYEE MOTIVATION
Content perspectives are theories emphasizing the needs that motivate people. NEEDS are defined as physiological and psychological definiencies that arouse behavior
McClelland's Acquired Needs Theory
David McClelland. This states that there are three needswhich are major motives determining people's behavior in the work place: -Achievement -Affiliation -Power
Reinforcement Theory
Edward L Thorndike (operant conditioning) and B F Skinner (law of effect) attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.
Inputs
The inputs that people perceive they give to an organization are their time, effort, training, experience, intelligence, creativity, seniority, status, and so on.
12.2A Maslow's Hierarchy of needs Theory: Five Levels
Five Levels: Physiological - most basic human physical needs in which one is concerned with having food, clothing, shelter,and comfort and with self-preservation Safety - These needs are concerned with physical safety and emotional security, so that a person is concerned with avoiding violence and threats Love - Once basic needs and security are taken care of, people look for love, friendship, and affection Self-Esteem - After they meet their social needs, people focus on such matters as self-respect, status, reputation, recogniton, and self-confidence Self-Actualization - The highest level of need, self-actualization is self=fulfillment-- the need to develop one's fullest potential, to become the best one is capable of being
USING REINFORCEMENT TO MOTIVATE EMPLOYEES
GUIDELINES for using 2 types of reinforcement -- positive reinforcement and punishment
12.1A Why motivation is important?
It helps encourage people to.... (1) Join your organization (2) Stay with your organization (3) Show up for work at your organization (4) Perform better for your organization (5) Do extra for your organization
Popular Incentive Compensation Plans
(1)Pay for Performance bases pay on ones results (2) Piece Rate in which employees are paid according to how much output they produce (3) Sales Commision - in which sales representatives are paid a percentage of the earnings the company mqde from theri sales (4) Bonuses are cash awards given to employees who achieve specific performance objectives (5)Profit Sharing is the distribution to employees of a percentage of the company's profit (6)Gainsharing - is the distribution of savings or "gains" to groups of employees who reduced costs and increased measureable productivity (7) Stock Options - certain employees are given the right to buy stock at a future date for a discounted price (8)Pay for Knowledge - Ties employee pay to the number of job-relavent skills or academic degrees they earn
Five Job Characteristics
1) Skill Variety 2) Task Identity 3) Task Significance 4) Autonomy 5) Feedback
(5) Feedback -- "How much do you find out how well you're doing?"
Feedback describes the extent to which workers receive clear, direct information about how well they are performing the job.
The Job Characteristics Model: Five Job Attributes for better Work Outcomes
J. Richard Hackman and Greg Oldham - researchers Model consists of: (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes -- the employee's motivation, performance, and satisfaction
Job Design Perspectives on Motivation
Job Design, the division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance JOB SIMPLIFICATION - the process of reducing the number of tasks a worker performs.
The elements of equity theory
Key Elements of the equity theory: inputs, outputs (rewards), and comparisons
REINFORCEMENT PERSPECTIVES ON MOTIVATION
Reinforcement theory suggests behavior will be repeated if it has positive consequences and won't be if it has negative consequences.
Job Enlargement
This consists of increasing the number of tasks in a job to increase variety and motivation
(4) Punishment
This is the application of negative consequences to stop or change undesirable behavior
EXTRINSIC REWARDS
This is the payoff, such as money, a person receives from others for performing a particular task
(2) Negative reinforcement
This is the removal of unpleasant consequences following a desired behavior
(3) Extinction
This is the withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future
INTRINSIC REWARD
This payoff is the feeling of pleasing yourself Satisfaction, such as a feeling of accomplkishment, a person receives from performing the particular task itself
