MGMT Chapter 12

Outputs

"what do you think you're getting out of the job?" rewards that people receive

Inputs:

"what do you think you're putting into the job?" what people perceive they give to an organization like time, effort

Hygiene factors:

"what will make my people dissatisfied?" pay and security, working conditions, interpersonal relationships, company policy -effect job context

Motivating factors:

"what will make my people satisfied?" Achievement, recognition, the work itself, responsibility -effect job rewards and performance

Job design

1) the division of an organization's work among its employees and 2) the application of motivational theories to jobs to increase satisfaction and performance

Herz Berg's Two factor model

1.Motivation factors (growth, satisfiers) 2.Hygiene factors (existence and relatedness, dissatisfier) -focus on hygiene factors and reach a state of "not dissatisfied"

Alderfer's ERG theory

1.existence (physiological, safety) 2.relatedness (social) 3.growth (self actualization and esteem) -can be motivated by more than one need

McClelland's Achievement theory

1.need for achievement- looking for next challenge, set the bar. 2.need for affiliation-social need is dominant 3.Need for power-control

Growth needs

Esteem, self actualization

Equity perceptions evolve in a four step process

Evaluation of self, evaluation of other, comparison of self with other, feelings of equity or inequity

The nature of motivation

P=f(A,E&M) p=performance A=ability(capable to do it) E=environment(tools to do it) M=motivation(want to do it)

Maslow's Hierarchy of Needs

a) Physiological need (air, food)-lowest level b)safety needs(shelter) c)social needs (relationships) d)Esteem needs (self&others) e)self actualization(meant to be)-highest level

Job characteristics

a) five core job characteristics that affect. b) three critical psychological states of an employee that in turn affect. c) work outcomes-the employees motivation, performance and satisfaction

Reinforcement

anything that causes a given behavior to be repeated or inhibited

Punishment

applying negative consequences to stop or change undesirable behavior

Reinforcement theory

attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends to be repeated.

Frustration regression component

can't meet a certain need (running for office and keep failing)

Process perspectives

concerned with the thought process by which people decide how to act

Job enrichment

consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work and advancement

Job enlargement

consists of increasing the number of tasks in a job to increase variety and motivation

4 perspectives on motivation

content, process, job design, reinforcement

Contingency factors

degree to which individuals want personal and psychological development, knowledge and skill, desire for personal growth, context satisfactions

Comparison

equity theory suggests that people compare the ratio of their own outcomes to inputs against the ration of someone else's

Three psychological states

experienced meaningfulness of work, experienced responsibility for work outcomes, knowledge of actual results of the work

Equity theory

focuses on employee perceptions as to how fairly they think they are being treated compared with others

Motivation

forces that cause people to behave in certain ways

4 elements of goal setting theory

goals should be specific, goals should be challenging, goals should be achievable, goals should be linked to action plans

Work outcomes

high work motivation, high work performance, high work satisfaction, low absenteeism, and turnover

negative reinforcement

is the removal of unpleasant consequences following a desired behavior

As a manager you want to motivate people to:

join your organization, stay with your organization, show up for work at your organization, do extra for your organization, be engaged while at your organization

Using the Hierarchy of Needs theory:

managers should first try to meet employees level 1&2 needs of course, so employees aren't preoccupied, then they need to give employees a chance to fulfill their higher level needs in ways that also advance the goals of the organization

Content perspectives

need based perspectives, theories that emphasize the needs that motivate people

Using the ERG theory to motivate employees:

people are motivated by different needs at different times in their lives, which suggests that managers should customize their reward and recognition programs to meet employees varying needs

Primary needs

physiological, safety, social,

Intrinsic rewards

satisfaction in performing the task itself, feeling of accomplishment

Extrinsic rewards

satisfaction in the payoff from others, such as money a person receives from others, such as money a person receives from others for performing a particular task.

Five core job characteristics

skill variety, task identity, task significance, autonomy, feedback

Goal setting theory

suggests that employees can be motivated by goals that are specific and challenging but achievable

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

Expectancy

the belief that particular level of effort will lead to a particular level of performance

Instrumentality

the expectation that successful performance of the task will lead to the outcome desired

Job simplification

the process of reducing the number of tasks a worker performs

Positive reinforcement

the use of positive consequences to encourage desirable behavior

Valence

value, the importance a worker assigns to the possible outcome or reward

Extinction

withholding rewards for desirable behavior, so that behavior is less likely to occur in the future