Management chapter 5

top-down approach

-scientific management -job enlargement -job rotation -job enrichment -job characteristics model

Using Self Determination Theory to motivate employees

COMPETENCE -managers can provide tangible resources, time, contacts, and coaching to improve employee competence AUTONOMY -managers can empower employees and delegate meaningful assignments and tasks to enhance feelings of autonomy -need to develop trust with the employees so they feel that their boss will back them up when they make decisions - or use technology to minimize travel RELATEDNESS -use fun and camaraderie to foster relatedness

3 key elements of Vroom's theory

Expectancy Instrumentality Valence (positive or negative value people place on outcomes)

Hackman and Oldham's Job Characteristic Model

is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics -Skill variety -Task Identity (when a person works on a product or project from beginning to end and sees a tangible result) -Task Significance (the extent to which the job affects the lives of other people within or outside the organization) -Autonomy (Extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job.) -Feedback (the extent to which an individual receives direct and clear information about how effectively he or she is performing the job)

idiosyncratic deals

job design terms that individuals negotiate for themselves involving schedule flexibility, career development, or other adjustments -goal is to increase employee intrinsic motivation, increase employee productivity

Why is motivation important?

motivation is the fuel that drives results and performance

Intrinsic motivation

occurs when an individual is "turned on to one's work because of the positive internal feelings that are generated by doing well -we receive intrinsic rewards such as positive emotions, satisfaction, and self-praise

Direction

WHAT an individual is attending to at a given time

equity theory

a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. -based on the cognitive dissonance theory (people are motivated to maintain consistency between their beliefs and their behavior) -uses our perceptions of inputs, outputs, and comparisons of ratios to others <compares how well you are doing to how well others are doing in similar jobs. Instead of focusing just on what you get out of the job (outputs) or what you put into the job (inputs), equity theory looks at the ratio between your ratio (of outputs to inputs) to the ratio of others>

changing the task boundries

after the scope, nature, or number of tasks one takes on

changing the relational nature of one's job

alter the quantity or quality of the relationships one has at work

Self-Determination Theory

assumes that three innate needs influence our behavior and well being --- competence, autonomy, and relatedness -longer lasting and has a more positive effect then extrinsic competence- I feel knowledgeable and capable of completing a goal Autonomy- I need to feel independent and able to influence my environment relatedness needs- I want to be connected with others and belong to a group

process theories of motivation

focus on explaining the process by which internal factors and environmental characteristics influence employee motivation -more dynamic then content theories

Content theories of motivation

focus on identifying internal factors such as needs ans satisfaction that energize employee motivation -"that underlie the direction, intensity, and persistence of behavior or thought" -mcgregor's theories -maslows -acquired needs theory -self-determination theory -herzberg's

Hygiene Factors

include company policy and administration, technical supervision, salary, Interpersonal relations with one's supervisor, and working conditions- cause a person to move from a state of no dissatisfaction to dissatisfaction

Herzberg's proposal

individuals will experience the absence of job dissatisfaction when they have no grievances about hygiene factors

Job enlargement/horizontal loading

involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty

Expectancy Theory - Victor Vroom

people are motivated to behave in ways that produce desired combinations of expected outcomes -can be used to predict behavior in any situation in which a choice between two or more alternatives must be made. <ex. whether to quit or stay at a job. Whether to exert substantial or minimal effort at a task; whether major in management, CS, accounting, marketing, etc...>

National Labor Relations Act

prohibits companies from stopping the rank-and-file employees (i.e. people paid by the hour) from discussing salary and benefit packages outside of work time- also social media. for supervisors and managers-- you can legally prevent them from discussing pay but you should keep this in mind -restrict your conversations to people you trust -don't brag about your pay -understand your company's policy on the matter

Motivator-hygiene theory

proposes that job satisfaction and dissatisfaction arise from two different sets of factors- satisfaction comes from motivating factors and dissatisfaction from hygiene factors

Job design/job redesign/ work design

refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employees job experience and their on-the-job productivity

Goal specificity

refers to the quantifability of a goal

Organizational justice

reflects the extent to which people perceive that they are treated fairly at work.

distributive justice

reflects the perceived fairness of how resources and rewards are distributed or allocated

interactional justice

relates to the "quality of the interpersonal treatment people receive when procedures are implemented" -focuses on whether or not people believe they are treated fairly when decisions are implemented - that they are respected and told the truth

scientific management- Fredrick Taylor

"that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning. "

Outputs (equity theory)

"what do I perceive that i'm getting out of my job?" -pay bonuses -medical benefits -challenging assignments -job security -promotions -status symbols -recognition -participating in important decisions

Herzberg worked with a continuum for satisfaction and another for dissatisfaction. In practice, managers:

-conceptualize a single continuum -not separate the job context from the job content -remove some dissatisfying factors as the first step toward improving satisfaction overall

Inputs (equity theory)

-education/training -skills -creativity -seniority -age -personality traits -effort expended -experience -personal appearance

Personal factors that moderate the effectiveness of the core job characteristics

-knowledge and skills -the strength of an individual's need to grow -context satisfactions such as pay and co-workers

Herzberg's two factor theory

-positive recognition to reinforce performance increases intrinsic motivation -it is harder to motivate someone who is dissatisfied with pay or working conditions -building motivators into a job is the core of job design

McClelland's theory- how to motivate an employee with high need for achievement

-providing a lot of positive feedback -assigning challenging but achievable projects

Why managers care about motivation

1. JOIN THE ORGANIZATION -they want to motivate high-quality job applicants to come work for them 2.STAY WITH THE ORGANIZATION -managers want to motivate talented employees to remain with the company in good times and bad. (high performers are more likely to leave) 3. BE ENGAGED AT WORK -only 60% of the global workforce is engaged while at work -competitiveness is crucial.. so managers need to motivate 4. PERFORM ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCBs) -represent behaviors that go beyond the official duties or requirements of one's job. - positively relate to other outcomes 5.HELP OTHERS -collaboration and cooperation -motivate employees to help others in pursuit or organizational goals.

Edwin Locke and Gary Latham's Theory of Goal Setting

Goals that are specific and difficult lead to higher performance than general goals like "do your best" or "improve performance" - This is why it is essential to set specific, difficult goals Certain conditions are necessary for goal setting to work. -people must have ability and resources needed to achieve the goal, and they need to be committed to the goal Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work -only when they lead employees to set and commit to a specific, difficult goal. Goal achievement leads to job satisfaction, which in turn reinforces employees to set and commit to even higher levels of performance. - goal setting sets in motion a positive cycle of upward performance

Persistence

HOW LONG that activity is the focus of one's attention

Maslow's Need Hierarchy Theory: Five level of Needs

States that motivation is a function of five basic needs: physcolgical, safety, love, esteem, and self-actualization SELF ACTUALIZATION -desire for self-fulfillment- to become the best one is capable of becoming ESTEEM -need for reputation, prestige, and recognition from others. Also includes need for self-confidence and strength LOVE -the desire to be loved and to love. Includes the needs for affection and belonging. SAFETY -consists of the need to be safe from physical and psychological harm PHYSIOLOGICAL -most basic need. entails having enough food, air, and water to survive.

McGregor's Theory X and Theory Y

THEORY X A pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment. ("carrots and sticks") -felt this was the typical perspective of managers THEORY Y A modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative. -McGragor formulated this theory (his own) to help managers break with the negative tradition of theory x <ex. a study of leaders in six top IT firms showed that Theory Y Behaviors positively influenced virtual team members' trust, cooperation, and technology adaptation.

Motivation

The psychological processes "that underlie the direction, intensity, and persistence of behavior or thought" -explains why we do the things we do -is inferred by one's behavior or from the results associated with behavior

Cognitive Crafting

changing one's perception of the existing tasks and relationships in a job

procedural justice

defined as the perceived fairness of the process and procedures used to make allocation decisions

Acquired Needs Theory- McClelland late 1940s

states the three ACQUIRED needs - achievement, affiliation, and power - are key drivers of employee behavior. - each of the needs can be used to motivate employees -one need often predominates over the others -uses term "acquired needs" because he believes that we are not born with our needs; rather we learn or acquire needs as we go about living our lives

Intensity

the AMOUNT of effort being invested in the activity

need for achievement

the desire to excel, overcome obstacles, solve problems, and rival and surpass others

need for power

the desire to influence, coach, teach, or encourage others to achieve positive side- institutional power (the need to organize others to achieve organizational goals) negative face of power- personal power (the need to manipulate and control others for self-gratification)

need for affliction

the desire to maintain social relationships, to be liked, and to join groups

job enrichment

the job design method that offers an employee the opportunity to experience achievement, recognition, and stimulating work through vertical loading

Job Crafting

the physical and cognitive changes individuals make in the task or relational boundaries of their work -employees are expected to define and create their own job boundaries

Needs

physlological or psychological deficiencies that arouse behavior -can be strong or weak and influenced by enviornmental factors

Extrinsic motivation

results from the potential or actual receipt of extrinsic rewards. (ex. recognition, money, or a promotional represent a "payoff" received from others for performing a particular task) <ex. receiving a bonus when you achieve a goal>

Motivating factors

what makes an employee satisfied -including achievement, recognition, characteristics of the work, responsibility, and advancement- cause a person to move from a state of no satisfaction to satisfaction