MGT 323 5
Using expectancy theory For managers
Determine the outcomes that employee's value. ID good performances for rewards. Ensure targets are reachable.
Using equity and justice theories 5
Employee perceptions are what count. Employees 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
Justice theory and the 3 types
Organizational justice refers to the extent to which people perceive that they are treated fairly at work Three types of justice Distributive. Procedural. Interactional
Elements of equity theory
Outputs (O):What a person perceives they are getting out of their job. Inputs (I): What a person perceives they are putting into their job.
Using Maslow's theory to motivate employees 4
Remember employees have needs beyond a paycheck. Satisfied needs lose their potential. (think getting a raise) Be careful when estimating employee's needs. Focus on satisfying employee needs related to self-concepts: Self-esteem and Self-actualization.
Using motivator hygiene theory
Research does not support the two-factor aspect of the theory, however, some practical applications of the theory include: Hygiene first. Motivation next. A few well-chosen words
Using expectancy theory: For organizations 5 (cheatsheet)
Reward people for desired performance and do not keep pay decisions secret. Design challenging jobs. Tie some rewards to group accomplishments. Reward managers for creating an environment of effort and goal attainment Monitor employee motivation
What is job design
Any set of activities that involve: the alteration of specific or interdependent systems of jobs. the intent of improving the quality of employee job experience and on-the-job productivity
top down approaches to job design: job rotation
Calls for moving employees from one specialized job to another. Advantages includes increases in engagement and motivation, worker flexibility and easier scheduling, and employee knowledge and abilities
Top-Down Approaches to Job Design- Job Characteristics Model In Practice
Can be uses to increase job satisfaction. Managers can enhance employee's intrinsic motivation. Increases in quality of performance
Why do managers care about motivation 6
Causes employees to... Join the organization. Stay with the organization. Be engaged at work. Perform OCBs. Help others
Expectancy theory
Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.
top down approaches to job design: scientific management
Kind of management which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning
McClelland's acquired needs theory: preferences associated with Need for power
Likes to be in charge. Likes to be in control of people and events. Appreciates being recognized
McClelland's acquired needs theory: preferences associated with Need for affiliation. 3
Likes to work in teams in with cooperation and collegiality. Tends to avoid conflict. Likes to be praised in private
Using self-determination theory
Managers can provide tangible resources, time and coaching to improve competence. Managers can empower employees and delegate meaningful tasks to enhance feelings of autonomy.
McClelland's acquired needs theory: overview
Need for achievement. need for affiliation. need for power
McClelland's acquired needs theory: preferences associated with Need for achievement.
Prefers working on challenges. Situations in which performance is due to effort and ability. Prefers to work with other high achievers
Motivator hygiene theory
Proposes that job satisfaction and dissatisfaction arise from two different sets of factors. Satisfaction comes from motivating factors. Dissatisfaction comes from hygiene factors
Maslow's need hierarchy theory from bottom to top
Psychological. Safety. Love. Esteem. Self-actualization
Motivation
Refers to the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought." Types of motivation include extrinsic and intrinsic
McGregor's theory x and theory Y
Theory X: employees dislike work. Can only be motivated with rewards and punishments. Theory Y: Employees are self-engaged, committed, responsible, and creative
top down approaches to job design: Job enlargement
involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty
Equity and justice theory
A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.
Two fundamental perspectives on motivation: Process theories -
Focus on explaining the process by which internal factors and environmental characteristics influence employee motivation
Two fundamental perspectives on motivation: Content theories:
Focus on identifying internal factors such as needs and satisfaction.
goal setting theory
Focuses on identifying the types of goals that are effective in producing high levels of motivation and explaining why goals have these effects
Idiosyncratic Deals (I-Deals) Approach to Job Design
Employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development
top down approaches to job design: Job enrichment 5
Entails modifying a job such that an employee has the opportunity to experience: Achievement. Recognition. Stimulating work. Responsibility. Advancement
Self-determination theory and the 3 factors that go into it (this might be good for cheat sheet)
Needs are learned over time. Focuses on the needs that drive intrinsic motivation. Need for competence, autonomy and relatedness leads to intrinsic motivation which leads to enhance task performance.
Bottom-Up Approaches to Job Design Job Crafting
The physical changes individuals make in the task or relational boundaries of their work. Represents proactive and adaptive employee behavior aimed at changing tasks, relationships, associated with one's job