MGMT 3600 CH 5

Employee Engagement

-Both emotional and cognitive motivation "toward work-related goals." -Focused, intense, persistent, purposive effort -High level of absorption (focus) -High self-efficacy

Maslow's Contribution to Motivation

Holistic perspective Study multiple needs together Humanistic perspective( we don't act alone-no man is an island) Influence of social dynamics, not just instinct Positive perspective Self-actualization (growth needs) Foundation of positive OB

Maslow's Hierarchy of Needs( check powerpoint )

Seven catogories 5 in hierarchy-capture most needs. Problem with this theory: people do not progress or progress different does not have support, its not universal

How Four Drives Motivate

-Four drives determine which emotions are automatically tagged to incoming sensory information -Emotions are usually nonconscious, but become conscious experiences when sufficiently strong or conflict with each other -Mental skill set relies on social norms, personal values, and experience to transform drive-based emotions into goal-directed choice and effort.

Organizational Justice

Distributive justice Perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others Procedural justice Perceived fairness of the procedures used to decide the distribution of resources

Needs

Needs Goal-directed forces that people experience We channel emotional forces toward specific goals Goals formed by self-concept, social norms, and experience

Four Drive Theory

Drive to Acquire • Drive to take/keep objects and experiences • Basis of hierarchy and status (want to have-things you can see,touch) Drive to Bond • Drive to form relationships and social commitments • Form Basis of social identity Drive to Learn • Drive to satisfy curiosity and resolve conflicting information(know everything around you to make good decision Drive to Defend • Need to protect ourselves • Reactive (not proactive) drive • Basis of fight or flight all of these drive have to work together

Drives

Drives (primary needs) -Hardwired brain activity (neural states) that energize individuals through generation of emotions to correct deficiencies and maintain equilibrium -Prime movers of behavior -- activate emotions that put us in a state of readiness

Expectancy Theory in Practice

Increasing E-to-P Expectancies Hire, train, and match people to job requirements Provide role clarity and sufficient resources Provide behavioral modeling and coaching Increasing P-to-O Expectancies Measure performance accurately Explain how rewards are linked to performance Explain how rewards are caused by past performance Increasing Outcome Valences Ensure that rewards are valued Individualize rewards Minimize countervalent outcomes

Social Cognitive Theory

Learning behavior outcomes -Observing consequences that others experience Anticipate consequences in other situations Behavior modeling -Observing and modeling behavior of others Self-regulation -We engage in intentional, purposive action We set goals, set standards, anticipate consequences We reinforce our own behavior (self-reinforcement)

Three Learned Needs

Need for achievement (nAch)-(good for leaders) Want to accomplish reasonably challenging goals Desire clear feedback, moderate risk tasks Need for affiliation (nAff)-(for leader low affiliation) Seek approval from others, conform to others' wishes, avoid conflict Effective decision makers have low nAff Need for power (nPow)-(leader Desire to control one's environment Personalized(think about self) versus socialized power(helping other-ex:superhero)

Learned Needs Theory(David Mclelland)

Needs are amplified or suppressed through self-concept, social norms, and past experience Therefore, needs can be "learned" strengthened through reinforcement, learning, and social conditions can increase or decrease

Balanced Scorecard

Organizational-level goal setting and feedback Usually financial, customer, internal, and learning/growth process goals Several goals within each process

Elements of Equity Theory

Outcome/input ratio inputs -- what employee contributes (e.g., skill) outcomes -- what employee receives (e.g., pay) Comparison other person/people whom we compare our ratio not easily identifiable Equity evaluation Compare ratio with the comparison other

Procedural Justice

Perceived fairness of procedures used to decide the distribution of resources Voice Unbiased decision maker Decision based on all information Existing policies consistently Decision maker listened to all sides Those who complain are treated respectfully Those who complain are given full explanation

Four Drive Theory Implications

Provide a balanced opportunity for employees to fulfill all four drives Employees continually seek fulfillment of drives Keep fulfillment of all four drives in balance -Avoid conditions supporting one drive more than others

Multisource Feedback

Received from a full circle of people around the employee Provides more complete and accurate information Several challenges expensive and time-consuming ambiguous and conflicting feedback inflated rather than accurate feedback stronger emotional reaction to multiple feedback

Effective Goal Setting Features(S>M>A>R>T>E>R)

Specific - What, how, where, when, and with whom the task needs to be accomplished Measurable - how much, how well, at what cost Achievable - challenging, yet accepted (E-to-P) Relevant - within employee's control Time-framed - due date and when assessed Exciting - employee commitment, not just compliance Reviewed - feedback and recognition on goal progress and accomplishment

Characteristics of Effective Feedback

Specific - connected to goal details Relevant - Relates to person's behavior Timely -links actions to outcomes Credible - trustworthy source Sufficiently frequent Employee's knowledge/experience Task cycle

Motivation Defined

The forces within a person that affect the direction, intensity, and persistence of voluntary behavior Mix of different factors that help achieve goals Motivated employees are willing to exert a particular level of effort (intensity), for a certain amount of time (persistence), toward a particular goal (direction)

Goal Setting

The process of motivating employees and clarifying their role perceptions by establishing performance objectives Affects: Effort intensity and persistence (parts of what?) Role perceptions Can be at the individual or organizational level Much more than just telling someone to do their best. It requires several specific characteristics.

Expectancy theory of motivation

work effort is directed towards behaviors that people believe will lead to desired outcomes have 3 factors effort- performance- outcome- e to p Expectancy P to O expectnacy Valence