Chapter 5: Motivation and Engagement

three key behaviors for employee engagement

Say: employees speak positively about company to coworkers Stay: employees strongly desire to continue working for Company Serve: employees exert extra effort and are dedicated to doing the best job to contribute to business success

SMART goals

Specific Measurable Attainable Results oriented Time bound

self-determination theory

assumes that three innate needs influence our behavior and well-being--competence, autonomy, and relatedness

process theories of motivation

attempt to describe how various person factors and environmental factors in the Integrative Framework affect motivation

job rotation

calls for moving employees from one specialized job to another

cognitive dissonance creates psychological discomfort

causes dissonance reduction activities

job crafting

defined as the physical and cognitive changes individuals make in the task or relational boundaries of their work

Job Rotation

different jobs

goals should be

difficult and ambitious but achievable also give regular feedback, follow up, and treat employees equitably depending on goal attainment

hygiene factors

including company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions-cause a person to move from a state of no dissatisfaction to dissatisfaction

performance + outcomes/rewards

instrumentality

procedural justice

is defined as the perceived fairness of the process and procedures used to make allocation decisions wrong decision, but only because of procedure

job design

job redesign or work design, refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivity

scientific managment

kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

Job Simplificaiton

like using scientific management, possibly job is too complicated

equity theory

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

theory Y

modern and positive, people at work: self engaged, committed, responsible, creative

theory x

pessimistic view of employees: they dislike work, need to be monitored

outcomes / inputs ratio

(can be equitable or inequitable) this ratio creates DISSONANCE AND MOTIVATES BEHAVIOR

how to reduce perceived inequity and restore an equitable ratio

-ask for a raise (increase your outcomes) -reduce your inputs -get other persons inputs raised -somehow get other person's outcomes lowered -realize that there could be intangibles that might alter everything

Critical Psychological States

-experienced meaningfulness of the work -experienced responsibility for work outcomes -knowledge of one's actual results

Outcomes

-high intrinsic work motivation -high growth satisfaction -high general job satisfaction -high work effectiveness

three acquired needs

-need for achievement -need for affiliation -need for power

employee engagement influenced and driven by:

-relationships -organization leadership -organization culture and purpose -quality of work life -career opportunity -work activities -total compensation

Job Characteristics model: core job characteristics

-skill variety -task identity -task significance -autonomy -feedback from job

elements of equity theory

1. Outputs - what do i perceive that I'm getting out of my job?" 2. Inputs "what do I perceive that I'm putting into my job?" 3. comparison-"how does my ratio of outputs to inputs compare with relevant others?"

Alderfer's ERG theory

Growth needs, relatedness needs, existence needs NOT STRICT LIKE MASLOWS NEED HIEARCHY, so you can work on multiple at the same time

expectancy x instrumentality x valence (value of outcome/reward)

MOTIVATION

EQUITY IS _____

PERCEIVED

P = A x M x O

Performance = Ability x Motivation x Opportunity

job satisfaction

emotional response to one's job, moderately correlated with most work outcomes/measures, may not be high performing, enthusiastic

job enrichment

entails modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

effort + performance

expectancy

expectancy, instrumentality, valence

expectancy: belief that a particular degree of effort will be followed by a particular level of performance instrumentality: how an individual perceives the movement from performance to outcome valence: how much do I value the rewards I receive, valence refers to the positive or negative values people place on outcomes

2 types of motivation

extrinsic motivation intrinsic motivation

most people make judgements quickly, emotionally, and often subconsciously, but they still make them

give people a voice in decisions that impact them, ensure process is fair and be as transparent as possible, and take the "high road" and do everything you can to treat people well

expectancy theory

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes

Job Enlargement

horizontal, more of the same

motivating factors (or motivators)

including achievement, recognition, characteristics of the work, responsibility, and advancement-cause a person to move from a state of no satisfaction to satisfaction

needs

physiological or psychological deficiencies that arouse behavior

job characteristic model

promote high intrinsic motivation by designing jobs that possess the five core job characteristics: skill variety task identity task significance autonomy feedback

motivator-hygiene theory

proposes that job satisfaction and dissatisfaction arise from two different sets of factors-satisfaction comes from motivating factors and dissatisfaction from hygiene factors

motivation

psychological processes "that underlie the direction, intensity, and persistence of behavior or thought"

job enlargement

putting more variety into a worker's job by combining specialized tasks of comparable difficulty

distributive justice

reflects the perceived fairness of how resources and rewards are distributed or allocated like radioshack not giving rewards

Interactional justice

relates to the "quality of the interpersonal treatment people receive when procedures are implemented"

idiosyncratic deals (i-deals)

represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development"

extrinsic motivation

results from the potential or actual receipt of extrinsic rewards, related to job

content theories of motivation

revolve around the notion that an employee's needs influence motivation

Job Crafting

shot at creating your own job

Maslow's need hierarchy theory

states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization

Job Characteristics model

things that make up job, such as the little characteristics of job

McClelland's need theory (acquired needs theory)

three needs-achievement, affiliation, and power-are they key drivers of employee behvior

Job Enrichment

vertical growth, I'm going to give you a promotion

intrinsic motivation

when an individual is "turned on to one's work because of the positive internal feelings that are generated by doing well", related to rewards