Management Chapter 13: Motivating Employees

equity sensitivity

-a personality trait that explains different reactions to inequity -Equity sensitive individuals experience distress when they feel they are overrewarded or underrewarded and expect to maintain equitable relationships.

Responses to Inequity

Distort Perceptions Increase Referent's Inputs Reduce own input Increase own outcomes Change referent Leave the situation (quit) Seek legal action

ERG Theory

Existence, Relatedness, and Growth.

need for achievement

Those who have a high need for achievement have a strong need to be successful. A worker who derives great satisfaction from meeting deadlines, coming up with brilliant ideas, and planning his or her next career move may be high in need for achievement.

Job enrichment

a job redesign technique that allows workers more control over how they perform their own tasks, giving them more responsibility over their jobs.

referent

a person we compare our selves to in equity theory

Reinforcement Theory

behavior is a function of its consequences.

job specialization

breaking down tasks to their simplest components and assigning them to employees so that each person would perform few tasks in a repetitive manner

Hygiene factors

company policies, supervision, working conditions, salary, safety, and security on the job.

Job enlargement

expanding the tasks performed by employees to add more variety.

entitleds

expect to receive a lot without giving much in return.

SMART goals

specific, measurable, aggressive/achievable, realistic, and timely.

Interactional justice

the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions.

Distributive justice

the degree to which the outputs received from the organization are fair. Two other types of fairness have been identified: procedural justice and interactional justice.

Task identity

the degree to which the person completes a piece of work from start to finish

Autonomy

the degree to which the person has the freedom to decide how to perform tasks.

Acquired Needs Theory

Douglas McClelland's acquired needs theory is the one that has received the greatest amount of support. According to this theory, individuals acquire three types of needs as a result of their life experiences. These needs are need for achievement, need for affiliation, and need for power. All individuals possess a combination of these needs.

Performance

Motivation x ability x environment

Organizational Behavior Modification (or OB Mod).

a systematic application of reinforcement theory to modify employee behaviors. The model consists of five stages

Expectancy Theory

argues that individual motivation to put forth more or less effort is determined by a rational calculation. [18] According to this theory, individuals ask themselves three questions.

Job crafting

changes employees make to their own job description—expanding certain elements that are a better fit to their own personality or reducing the scope of the job to achieve better work-life balance—all in the service of better meeting the employees' career and life goals

motivators

factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities.

benevolents

give without waiting to receive much in return

Ability

having the skills and knowledge required to perform the job—is also important and is sometimes the key determinant of effectiveness.

continuous schedule

if reinforcers follow all instances of positive behavior. example: of a continuous schedule would be giving an employee a sales commission every time he or she makes a sale.

Goal Setting Theory

improves performance between 10% and 25% or more

Equity Theory

individuals are motivated by a sense of fairness in their interactions. Moreover, our sense of fairness is a result of the social comparisons we make. Specifically, we compare our inputs and outputs with someone else's inputs and outputs. Person Referent Other outcome/inputs = outcome/inputs

Variable ratio

involves a random pattern, such as giving a sales bonus every time the manager is in a good mood.

job rotation

involves moving employees from job to job at regular intervals, thereby relieving the monotony and boredom typical in repetitive jobs.

Fixed ratio schedules

providing rewards every nth time the right behavior is demonstrated, - example: giving the employee a bonus for every 10th sale he or she makes.

Task significance

refers to whether the person's job substantially affects other people's work, health, or well-being.

Procedural justice

the degree to which fair decision-making procedures are used.

Feedback

the degree to which the person learns how effective he or she is at work.

Skill variety

the extent to which the job requires the person to use multiple high-level skills.

Stages of Organizational Modification (OB Mod)

1.identifying the behavior that will be modified. 2. measure the baseline level of absenteeism (using absenteeism as example of behavior desired to change) 3. the behavior's antecedents and consequences are determined. 4. an intervention is implemented 5. the behavior is measured periodically and maintained to not allow for relapse

Job Design

- is the primary influence over worker motivation - How a job is designed has a major impact on employee motivation, job satisfaction, commitment to organization, as well as absenteeism and turnover.

Structure/ 3 questions of expectancy theory

Expectancy x Instrumentality x Valence - Effort -Performance -Rewards 1). Will my effort 2.) Will performance 3.) Do I find lead to high lead to outcomes? outcomes performance? desirable?

Fixed interval schedules

providing a reward after a specified period of time, such as giving a sales bonus once a month regardless of how many sales have been made.

Motivation

the intention of achieving a goal, leading to goal-directed behavior

high need for affiliation

want to be liked and accepted by others. When given a choice, they prefer to interact with others and be with friends

need for power

want to influence others and control their environment. Need for power may be destructive of one's relationships if it takes the form of seeking and using power for one's own good and prestige.