MGT 305 Chapter 12

Using Expectancy Theory to Motivate Employees

1. What rewards do your employees value? 2. What are the job objectives and the performance level you desire? 3. Are the rewards linked to performance? 4. Do employees believe you will deliver the right rewards for the right performance?

Suggestion for building meaning in your life

1. Identify activities you love doing 2. Find a way to build your natural strengths into your personal and work life 3. Go out and help someone

Patty prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Patty probably has a A. high need for achievement. B. high need for affiliation. C. high need for power. D. low need for achievement.

A. high need for achievement

When a manager stops nagging a subordinate, the manager is using A. positive reinforcement. B. negative reinforcement. C. punishment. D. intrinsic motivation.

B. Negative Reinforcement

Last year, Diana's boss promised her a big bonus if she met her goals. At the end of the year, after Diana had exceeded her goals, she found her bonus was very small. In the future, Diana's _____ will probably be ____. A. valence; low B. instrumentality; low C. expectancy; low D. expectancy; high

B. instrumentality; low

work-life benefits

Benefit programs or initiatives designed to help all employees balance work life with home life May include flex time, vacations, and sabbaticals

In Earl's department at Pencilchicken, Inc. employees get money based on how much the department has been able to save in costs. This is an example of a ____________ compensation plan. A. pay-for-performance B. pay-for-knowledge C. bonus D. gainsharing

D. Gainsharing

Elements of Justice Theory

Distributive Justice Procedural Justice Interactional Justice

Process Theories

Equity or justice theory Expectancy theory Goal-setting theory

Nonmonetary incentives

Work-life balance Ability to expand skills Positive work environment Finding meaning in work

Equity Theory

a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

Deci and Ryan's Self-Determination Theory

assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness focuses primarily on intrinsic motivation and reward

The Three Innate Needs

competence, autonomy, relatedness

Process Perspectives

concerned with the thought processes by which people decide how to act How employees choose to behavior to meet their needs

The four major perspectives on motivation

content, process, job design, reinforcement

four motivational mechanisms of goal-setting theory

directs your attention regulates the effort expended increase your persistence fosters use of strategic and action plans

Five Practical Lessons from Equity and Justice Theories

employee perceptions are what count employee want a voice in decisions that affect them employees should be given an appeals process leader behavior matters a climate for justice makes a difference

Compensation

monetary rewards

Psychological needs

need for food clothing shelter comfort self-preservation

Love need

need for love, friendship, affection

Safety and Security

need for physical safety emotional security avoidance of violence

Self-actualization need

need for self-fulfillment, increasing competence, using abilities to the fullest

Esteem need

need for self-respect, status, reputation, recognition, self-confidence

Contextual factors

organizational culture, cross-cultural values, physical environment, rewards and reinforcement, group norms, communication technology, leader behavior, organizational design

Extrensic Reward

payoffs a person receives from others for performing a particular task

Competence

people need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills

Autonomy

people need to feel they have freedom and the discretion to determine what they want to do and how they want to do it

Personal factors

personality, ability, core self-evaluations, emotions, attitudes, needs

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

Needs

psychological or physiological deficiencies that arouse behavior Content theorists ask, "What kind of needs motivate employees in the workplace?"

Intrinsic Rewards

satisfaction a person receives from performing the particular task itself

negative reinforcement

strengthens a behavior by withdrawing something negative

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

job design

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

Motivation

the psychological processes that arouse and direct goal-directed behavior

Content Perspectives

theories that emphasize the needs that motivate people

McCelland's Theory of Needs

three needs for major motivates determining people's behavior in the workplace 1. Achievement: desire to achieve excellence in challenging tasks 2. Affiliation: desire for friendly and warm relationships 3. Power: desire to influence or control others

positive reinforcement

use of positive consequences to strength a particular behavior - Reward only desirable behavior - Give rewards as soon as possible - Be clear about what behavior is desired - Have different rewards and recognize individual differences

punishment

weakening behavior by presenting something negative or withdrawing something positive - Punish only undesirable behavior - Give reprimands or disciplinary actions as soon as possible - Be clear about what behavior is desirable - Administer punishment in private - Combine punishment and positive reinforcement

extinction

weakening of behavior by ignoring it or making sure it is not reinforced

Procedural Justice

"How fair is the process for handing out rewards?"

Interactional Justice

"How fairly am I being treated when rewards are given out?"

Distributive Justice

"How fairly are rewards being given out?"

Maslow's Hierarchy of Needs

(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization

two techniques of job design

-Fitting people to jobs (i.e. scientific management) -Fitting jobs to people (enlargement or enrichment)

Popular Incentive Compensation Plans

-pay for performance -piece rate -sales commission -bonuses -profit-sharing -gainsharing -stock options -pay for knowledge

some ways employees try to reduce inequity

-they will reduce their inputs -they will try to change the outputs or rewards they receive -they will distort the inequity -they will change the object of comparison -they will leave the situation

Practical considerations of goal-setting theory

1. goals should be specific 2. certain conditions are necessary for goal setting to work 3. goals should be linked to action plans 4. performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work

You want to motivate people to

1. join your organization 2. stay with your organization 3. show up for work at your organization 4. be engaged while at your organization 5. do extra for your organization

Bethany is writing a paper for her Management class. She already has a strong A in the class, and only needs to get a C on the paper to keep her A. As she prepares the final version of the paper, she takes special care that the paper is well-written, insightful, and error-free, something that she can be proud of. Bethany is experiencing A. an intrinsic reward. B. high equity. C. a belongingness need. D. a hygiene factor.

A. an intrinsic reward

Expanding skills

May include shadowing other employees, tuition reimbursement, and training

Relatedness

People need to feel a sense of belonging, of attachment to others.

reinforcement theory

Suggests that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated Pioneered by BF Skinner (operant conditioning) and Edward Thorndike (law of effect) use of reinforcement theory to change human behavior is called behavior modification

well-being

The combined impact of five elements-positive emotions, engagement, relationships, meaning, and achievement (PERMA)

Meaningfulness

The sense of "belonging to and serving something that you believe is bigger than the self"