CH12: Motivating Employees

What are content perspectives? What are the 4 theories of content perspectives?

Content perspectives, also known as NEED-BASED perspectives, are *theories that emphasize the needs that motivate people*. Content theorists ask, "What kind of needs motivate employees in the workplace?" Needs are defined as physiological or psychological deficiencies that arouse behavior. They can be strong or weak, and, because they are influenced by environmental factors, they can vary over time and from place to place. In addition to McGregor's Theory X/Theory Y (see Chapter 2), content perspectives include four theories: Maslow's hierarchy of needs theory McClelland's acquired needs theory Deci and Ryan's self-determination theory Herzberg's two-factor theory

6 non-monetary ways of motivating employees

Flexible workplace Thoughtfulness Work-life benefits Surroundings - Companies need to create a work environment that is conducive to productivity Skill-building & educational opportunities - Companies can help employees build their skills by developing "shadowing" programs and offering tuition reimbursement Sabbaticals- Offering sabbaticals to long-term employees gives people a change to recharge themselves

What are the 5 aspects of the goal-setting theory?

Goals should be specific Goals should be challenging but achievable Goals should be linked to action plans Goals need not be jointly set to be effective Feedback enhances goal attainment

what are some important things to note with using positive reinforcement?

Reward only desirable behavior Give rewards as soon as possible Be clear about what behavior is desired Have different rewards and recognize individual differences

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

Patty prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Patty probably has a: High need for achievement High need for affiliation High need for power Low need for achievement

a. high need for achievement

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 "CAR"

reinforcement theory

attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated

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

expectancy

belief that a particular level of effort will lead to a particular level of performance - will i be able to perform at the desired level on a task?

Bonuses

cash awards given to employees who achieve specific performance objectives

stock options

certain employees are given the right to buy stock at a future date for a discounted price

Using two-factor theory to motivate employees Managers should first eliminate d________ making sure that working conditions, pay levels, and company policies are reasonable

dissatisfaction - work on hygiene factors first!!

job design - 3 aspects

division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance (job simplification, job enlargement, and job enrichment)

pay for knowledge

employee pay is tied to the number of job relevant skills or academic degrees they earn

piece rate

employees paid according to how much output they produce

instrumentality

expectation that successful performance of the task will lead to the desired outcome - what outcome will i receive if i perform at this level?

three aspects of the equity theory

inputs, - time, effort, training, education outputs - pay benefits, praise comparison - how does it seem the ration of my inputs and outputs compare with the ration of their? Are they fair or unfair?

what two theories focus on both higher and lower level needs?

maslow - higher needs - self-actualization, esteem, and love; lower needs - safety, physiological needs herzberg two-factor theory - higher needs - motivating factors; lower needs - hygiene factors

4 content perspectives (need-based perspective theories that emphasize the needs that motivate people)

maslow's hierarchy of needs mcclelland's acquired needs theory deci and ryan self-determination theory herzberg's two-factor theory

what two theories focus only on higher-level needs?

mcclelland's acquired needs theory - achievement, power, affiliation deci and ryan's self-determination theory - competence, autonomy, relatedness

mcclelland's 3 acquired needs

need for achievement - desire to achieve excellence in challenging tasks need for affiliation - desire for friendly and warm relations with other people need for power - desire to be responsible for or control other people

When a manager stops nagging a subordinate, the manager is using: Positive reinforcement Negative reinforcement Punishment Intrinsic motivation

negative reinforcement

extrinsic rewards

payoff a person receives from others for performing a particular task (grades, money, etc)

sales commission

sales reps are paid a percentage of the earnings the company made from their sales

intrinsic rewards

satisfaction a person receives from performing the particular task itself

McClelland's Acquired Needs Theory

states that three needs - affiliation, power, and achievement - are major motives determining people's behavior in the workplace

expectancy theory (2 things)

suggests that people are motivated by two things: (1) how much they want something (2) how likely they think they are to get it

gainsharing

the distribution of savings or gains to groups of employees who reduced costs and increased measurable productivity

profit sharing

the distribution to employees of a percentage of the company's profits

what is the most common non-monetary incentive?

the flexible workplace - Companies need to offer employees a means of balancing their work and their personal lives

motivation

the psychological processes that arouse and direct goal-directed behavior

valence

the value a worker assigns to an outcome - how much do i want the outcome?

positive reinforcement

use of positive consequences to encourage/increase a desirable behavior Positive reinforcement works by presenting a motivating/reinforcing stimulus to the person after the desired behavior is exhibited, making the behavior more likely to happen in the future. The following are some examples of positive reinforcement: A mother gives her son praise (reinforcing stimulus) for doing homework (behavior). The little boy receives $5.00 (reinforcing stimulus) for every A he earns on his report card (behavior). A father gives his daughter candy (reinforcing stimulus) for cleaning up toys (behavior). manager wants you to work faster --> improved employee performance --> you get a raise and a promotion --> ill keep up the faster pace

extinction reinforcement

weakening of behavior by ignoring it or making sure it is not reinforced Extinction is similar to punishment in that its purpose is to reduce unwanted behavior. The process of extinction begins when a valued behavioral consequence is withheld in order to decrease the probability that a learned behavior will continue. Over time, this is likely to result in the ceasing of that behavior. Extinction may alternately serve to reduce a wanted behavior, such as when a positive reinforcer is no longer offered when a desirable behavior occurs. For example, if an employee is continually praised for the promptness in which he completes his work for several months, but receives no praise in subsequent months for such behavior, his desirable behaviors may diminish. Thus, to avoid unwanted extinction, managers may have to continue to offer positive behavioral consequences. Read more: http://www.referenceforbusiness.com/management/Pr-Sa/Reinforcement-Theory.html#ixzz53BzRPs5Y manager wants you to work faster --> employee performance not improved --> manager withholds rewards "no praise, raises, or promotion" --> employee says "Ill have to work faster to receive praises or raises"

what are the three needs of Deci & Ryan's Self-Determination Theory?

1. Competence - people feel the need to feel qualified, knowledgable, and capable of completing a goal or task and to learn different skills 2. Autonomy - people need to feel they have the freedom and the discretion to determine what they want to do and how they want to do it 3. relatedness - people need to feel a sense of belonging, of attachment to others

describe the job characteristics model (how many core characteristics, psychological states, work outcomes) + contingency factors

1. FIVE core job characteristics: skill variety, task identity, task significance, autonomy, feedback 2. THREE physiological states: experienced meaningfulness of work, experienced responsibility for work outcomes, knowledge of actual results of the work 3. FOUR work outcomes: high work motivation, high work performance, high work satisfaction, low absenteeism and turnover contingency factors: degree to which individuals want personal and psychological development: knowledge and skill, desire for personal growth, context satisfactions

why is motivation important? You want to motivate people to....

1. Join your organization. You need to instill in talented prospective workers the desire to come to work for you. 2. Stay with your organization. Whether you are in good economic times or bad, you always want to be able to retain good people. 3. Show up for work at your organization. In many organizations, absenteeism and lateness are tremendous problems. 4. Be engaged while at your organization. Engaged employees produce higher quality work and better customer service. 5. Do extra for your organization. You hope your employees will perform extra tasks above and beyond the call of duty (be organizational "good citizens").

Describe the 5 step cycle for motivation (the fourth step is feedback)

1. Unfulfilled need - desire is created to fulfill a need - as for food, safety, recognition 2. Motivation - you search for ways to satisfy the need 3. Behaviors - you choose a type of behavior you think might satisfy the need 4. rewards - two types of rewards satisfy need (intrinsic or extrinsic) 5. feedback - reward informs you whether behavior worked and should be used again

what are the three process perspectives?

1. equity theory 2. expectancy theory 3. goal-setting theory

what are the three aspects of the expectancy theory?

1. expectancy - belief that a particular level of effort will lead to a particular level of performance 2. instrumentality - expectation that successful performance of the task will lead to the desired outcome 3. valence - the value a worker assigns to an outcome

7 popular incentive compensation plans

1. piece rate 2. sales commission 3. bonuses 4. profit-sharing 5. gainsharing 6. stock options 7. pay for knowledge

what are some ways employees try to reduce inequity?

1. they will reduce their inputs - do less work, take more breaks, call in 'sick, leave early 2. they will try to change the outputs or rewards they receive - they will lobby the boss for a raise, or pilfer company equipment 3. they will distort the inequity - they will exaggerate how hard they work so they can complain they are not paid what they are worth 4. they will change the object of comparison - may compare themselves with another person instead of the original one 5. they will leave the situation - quit, transfer, etc.

describe each aspect of job design (3)

Job simplification - the process of reducing the number of tasks a worker performs Job enlargement consists of increasing the number of tasks in a job to increase variety and motivation Job enrichment consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement

hygiene factors

factors associated with job dissatisfaction which affect the job context in which people work - relationships, compensation, work environment, pay and security, company policy, supervisors, etc.

motivating factors

factors associated with job satisfaction which affects the job content or the rewards of work performance - achievement, recognition, responsibility, the work itself, advancement and growth

equity theory

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

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. Pay for performance Pay for knowledge Bonus Gainsharing

gainsharing

Describe Maslow's Hierarchy of needs

people are motivated by 5 levels of need: 1. Physiological Needs These are the most basic human physical needs, in which one is concerned with having food, clothing, shelter, and comfort and with self-preservation. 2. Safety Needs These needs are concerned with physical safety and emotional security, so that a person is concerned with avoiding violence and threats. 3. Love Needs Once basic needs and security are taken care of, people look for love, friendship, and affection. 4. Esteem Needs After they meet their social needs, people focus on such matters as self-respect, status, reputation, recognition, and self-confidence. 5. Self-Actualization Needs The highest level of need, self-actualization is self-fulfillment— the need to develop one's fullest potential, to become the best one is capable of being.

there are 3 practical lessons from equity theory: 1. employee p_______ns are what count! 2. Employee p_________n helps. 3. having an a_______ process helps.

perceptions! participation appeal process

what are process perspectives? (3 theories)

perspectives/theories concerned with the THOUGHT PROCESSES by which people decide HOW TO ACT - how employees CHOOSE BEHAVIOR to meet their needs 1. equity theory 2. expectancy theory 3. goal-setting theory

needs

physiological or psychological deficiencies that arouse behavior

applying the job characteristics model: Diagnose the work environment to see whether a p_______ exists Determine whether job redesign is a_________/needed Consider how to redesign the job

problem; appropriate

negative reinforcement

process of strengthening/increasing a behavior by WITHDRAWING SOMETHING NEGATIVE Negative reinforcement should not be thought of as a punishment procedure. With negative reinforcement, you are increasing a behavior, whereas with punishment, you are decreasing a behavior. The following are some examples of negative reinforcement: Bob does the dishes (behavior) in order to stop his mother's nagging (aversive stimulus). Natalie can get up from the dinner table (aversive stimulus) when she eats 2 bites of her broccoli (behavior). Joe presses a button (behavior) that turns off a loud alarm (aversive stimulus) manager wants you to work faster --> improved employee performance => manager avoids reprimands "im no longer nagging you" ==> employee keeps up the pace

punishment

process of weakening behavior by presenting something negative or withdrawing something positive; ex: professor takes away 5 points every time you are late to class manager wants you to work faster --> employee performance is not improved --> manager reprimands and disciplines employee by docking pay --> employee says "ok, ill work a bit faster from now on"

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