MGT 3010 Chapter 14

Job Rotation

(1st attempt to overcome job boredom) moving workers from job to job rather than requiring them to perform only one simple and specialized job over the long term.

Alderfer's ERG Theory

1. Existence need- the need for physical well-being 2. Relatedness need- the need for satisfying interpersonal relationships. 3. Growth need- the need for continuing personal growth and development. Different from Maslow's because it only had 3 orders, may activate a higher level before lower level 3. not always upward movement

Monetary incentives

Strategy of motivation a number of firms make a wide range of money-based compensation programs available to their employees as a form of motivation. Employee Stock Ownership Plans (ESOPs)

Early life

The individual's ___ ___ experiences determine which of these needs will be highly developed and therefore will dominate personality.

Job boredom

The negative result of work simplification and specialization is ___ ______.

Z

Theory _- (Reddin not McGregor) an effectiveness dimension that implies that managers who use either X or Y assumptions when dealing with people can be successful, depending on their situation

X

Theory _- involves negative assumptions about people that McGregor believes managers often use as a basis Example: the average person has an inherent dislike for work and will avoid it whenever possible.

Y

Theory _- represents positive assumptions about people that McGregor believes managers should strive to use. Example: people will exercise self-direction and self control in meeting their objectives.

Maslow's Hierarchy of Needs, Alderfer's ERG Theory, Argyris's Maturity-Immaturity Continuum, McClelland's Acquired Needs Theory

What are the four human needs theories?

Needs-goal, Vroom expectancy, equity, Porter-Lawler

What are the four important theories of motivation?

Process, content

What are the two types of theories of motivation?

Vroom-expectancy

a motivational theory that is based on the premise that felt needs cause human behavior. It also addresses motivation strength.

Flextime

allows workers to complete their jobs within a work work week of a normal number of hours that they schedule themselves.

McClelland's Acquired Needs Theory

focuses on the needs that people acquire throughout their experiences. 3 of many human needs 1. Need for achievement (nAch) the desire to do something better or more efficiently than it has ever been done before. 2. Need for power(nPower) the desire to control, influence, or be responsible for others. 3. Need for affiliation (nAff) the desire to maintain close, friendly, personal relationships.

Job Enlargement

increasing the number of operations an individual performs in order to enhance the individuals satisfaction at work. (more successful that job rotation)

Positive reinforcement

is a reward that consists of a desirable consequences of a behavior.

Negative reinforcement

is a reward that consists of the elimination of an undesirable behavior consequence of behavior.

Process theory of motivation

is an explanation of motivation that emphasizes how individuals are motivated. Focuses on the steps that occur when an individual is motivated.

Motivation

is the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal.

Punishment

is the presentation of an undesirable behavior consequence or the removal of a desirable behavior consequence that decreases the likelihood the behavior will continue.

Theory X-Theory Y,

strategy for motivating organization members- involves manager's assumptions about human nature.

Managerial Communication

strategy for motivating organization members- most basic strategy- as a general rule, managers should strive to communicate often with other organization members, not only because communication is the primary means of conducting organizational activities but also because communication is a basic tool for satisfying the human needs of organization members.

Job Enrichment

the process of incorporating motivators into a job situation.

Extrinsic

type of rewards that is extraneous to the task.

Intrinsic

type of rewards the comes directly from performing the task

Motivating

Because productivity is the result of behavior of organizational members ______ is key to reaching organizational goals.

Area of pay

Perceptions of inequities can arise in any number of management situations but occur most often in the ____ __ ___.

Environment

In reality managers do not motivate people. Rather, they create an ______ in which organization members motivate themselves.

Nonmonetary incentives

Strategy of motivation means other than money to keep employee committed and motivated. Example: Promoting from within the organization and emphasizing quality

Equality

a motivational theory that looks at an individual's perceived fairness of an employment situation and finds that perceived inequalities can lead to changes in behavior. (J. Stacy Adams)

Motivating factors

relate to work itself, influences degree of satisfaction Examples: opportunity for achievement/recognition, responsibility, personal growth

Argyris's Maturity-Immaturity Continuum

this concept focuses on the personal and natural development of people to explain human needs 1. State of passivity to increasing activity 2. Dependence to relative independence 3.Capability of diverse behaviors 4. Short term interest to long term 5. Short to long term perspective 6. Subordinate to superordinate 7. Lack of self-awareness to control over self

Behavior Modification

(B.F Skinner) focuses on encouraging appropriate behavior by controlling the consequences of that behavior. Rewarded behaviors tend to be repeated and punished behavior is eliminated.

Hygiene factors

(maintenance) relate to work environment influenced degree of dissatisfaction Examples: company policy, supervision, relationships with peers, supervisors, subordinates, working conditions, and salary Rarely motivate individuals but will keep them from being dissatisfied

System 2

(part of Likert's Management System) this style of management is characterized by a condescending master-to-servant style confidence and trust in subordinates. Subordinates do not feel feel to discuss their jobs with supervisors and are motivated by rewards and actual or potential punishments. Downward communication and may see upward communication as suspicious.

System 1

(part of Likert's Management System) this style of management is characterized by a lack of confidence or trust in subordinates. Subordinates do not feel free to discuss their jobs with supervisors and are motivated by fear, threats, punishments, and occasional rewards. Communication flows downward, upward communication is suspicious.

System 4

(part of Likert's Management System) this style of management is characterized by complete trust and confidence in subordinates. Subordinates feel free to discuss their jobs with superiors and are motivated by economic rewards, which are based on a compensation system developed through employee participation and involvement in goal setting. Information flows upward, downward, and horizontally. Decision making is spread widely throughout the organization and is well coordinated.

System 3

(part of Likert's Management System) this style of management is characterized by substantial, though not complete, confidence in subordinates. Subordinates feel fairly free to discuss their jobs with superiors and are motivated by rewards, occasional punishments, and some involvement. Information flows both upward and downward. Upward communication is accepted, though at times, viewed as suspicious.

Motivation strength

(part of Vroom-expectancy) an individuals degree of desire to perform a behavior.

work outputs, compensation, perception

Adams found that individuals believe they have been treated unfairly in comparison with their coworkers they will react in 1 of the following ways: 1. Some will change ____ ____ to better match the rewards they are receiving. 2. Some will try to change their _____ by asking for a raise or taking legal action. 3. Change their own ____ of the inequality. They may do this by distorting the status of their jobs or by rationalizing away the inequality.

Needs-goal

Most fundamental of the motivation theories is ____ ____. Begins with an individual feeling a need. This need is then transformed into behavior directed at supporting, or allowing, the performance of goal behavior to reduce the felt need.

value, performing a behavior, probability, materialize

Motivation Strength is determined by the perceived ___ of the result of _____ _ _____ and the perceived _____ that the behavior performed will cause the result to ______.

Maslow's Hierarchy of Needs

Physiological need- water, food, rest, air Security/Safety need- desire to be free from harm including both bodily and economic. Social need- desire for love, companionship, and friendship Esteem need- desire for respect (self and respect from others) Self actualization- desire to maximize whatever potential an individual possesses. Had no research base/ more subjective than objective

autonomy, mastery, purpose

Pink claims motivation comes from 3 sources ____ the ability to direct one's own life, _____ continuous improvement at something an individual regards as important, and ____ to contribute to something larger than one's self.

Likert's Management System

Strategy of motivation Rensis- a management scholar- Divided into four systems

Porter- Lawler

a motivational theory accepts the premises that felt needs cause human behaviors and that the effort expended to accomplish a task is determined by a perceived value of the rewards. In addition to 3 other characteristics: 1. intrinsic/extrinsic rewards 2. the extent to which an individual effectively accomplishes a task is determined by 2 variables: the individual's perception of what is required to perform the task and the individual's ability to perform the task 3. Perceived fairness of rewards

Content theory of motivation

is an explanation of motivation that emphasizes people's internal characteristics. Focuses on understanding what needs people have and how those needs can be satisfied.