Fundamentals of Management - Motivation

When you want to make a behavior continue:

-positive reinforcement: give a desirable reward -negative reinforcement: take away something unpleasant

When you want to stop a behavior from continuing:

-punishment: add something that is unpleasant -extinction: take away a potential reward or ignore the unwanted behavior

4 categories of theories of motivation

1) Need and content theories 2) Process theories 3) Empowerment and participation theories 4) Reinforcement theories

Extrinsic reward

A tangible award given to you for accomplishing something. Example: money

Intrinsic reward

An individual personal satisfaction from accomplishing something. Example: "I am motivated to learn the guitar because playing for my children makes me feel good."

Inputs

An individual's contributions toward an outcome

Motivational Factors

Aspects of a job that increase employees job satisfaction Includes: achievement, recognition, the work itself, responsibility, advancement, and growth

goals setting theory

Behavior is a result of conscious goals and intentions

Reinforcement Theory

Behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated

McClelland's Needs Theory

Composed of need for achievement, need for affiliation, and need for power.

Equity theory

Contends that people are motivated to seek social equity in the rewards they receive for performance my inputs/my outcomes = others inputs/others outcomes

Gainsharing Plan

Designed to share the cost savings from productivity improvements with employees

Need for power

Desire to be influential in a group and to control ones environment

Popular Motivational Strategies

Empowerment and participation Alternative work arrangements

Empowerment

Enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority

Process theories

Focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained those goals Includes: equity theory, expectancy theory, goal setting theory,

Participation

Giving employees a voice in making decisions about their own work

The Porter-Lawler Extension of Expectancy Theory

If performance results in equitable rewards people will be more satisfied

Maslow's Hierarchy of needs

Individuals are motivated by their lowest order unmet needs. From bottom of pyramid to top: physiological --> safety --> love/belonging --> esteem --> self-actualization

Needs theories

Maslow's Hierarchy of needs, McClelland's needs theory, Herzberg's two factor theory

organizational behavior modification (OB Mod)

Method for applying the basic elements of reinforcement theory in an organizational setting

piece-rate incentive plan

Reward system wherein the organization pays an employee a certain amount of money for every unit he or she produces

Scanlon Plan

Similar to gainsharing, but the distribution of gains is tilted much more heavily toward employees

Competence

The ability to do something well

Hygiene factors

The aspects of the job that don't actually motivate employees, but the lack of these factors can lead to dissatisfaction Include: policies, supervisors, work conditions, salary, status, and security

Performance-to-outcome Expectancy (Instrumentality)

The belief that if you perform, you will receive the reward that has been promised

Effort-to-performance Expectancy (expectancy)

The belief that increased effort will yield better performance

Autonomy

The desire to be self-directed and independent

reward system

The formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded

Outcomes

The positive and negative consequences an individual has incurred as a result of their inputs.

Herzberg's Two-Factor Theory

The things that satisfy or motivate us; and the things that dissatisfy or demotivate us are related to two different factors: hygiene or motivational.

Valence

The value an individual puts on a reward they are pursuing.

Avoidance

Used to strengthen behavior by avoiding unpleasant consequences that would result if the behavior were not performed

Extinction

Used to weaken undesired behaviors by simply ignoring or not reinforcing them

Alternative Work Arrangements

Variable work schedules flexible work schedules job sharing telecommuting

compressed workweek

Working a full-time number of hours in less than a standard workweek

Postivite reinforcement

a method of strengthening behavior with rewards or positives outcomes after a desired behavior is performed

variable-ratio schedule

a reinforcement schedule that reinforces a response after an unpredictable number of responses

variable-interval schedule

a reinforcement schedule that reinforces a response at unpredictable time intervals

fixed-ratio schedule

a reinforcement schedule that reinforces a response only after a specified number of responses

fixed-interval schedule

a reinforcement schedule that reinforces a response only after a specified time has elapsed

Content Perspectives on Motivation

address the question "What factors in the workplace motivate people?"

Telecommuting

allowing employees to spend part of their time working offsite, usually at home

job sharing

an arrangement whereby two part-time employees share one full-time job

incentive plans

are management compensation plans that tie management compensation to share price; one example involves the granting of stock options.

merit pay plan

compensation plan that formally bases at least some meaningful portion of compensation on merit

stock option plan

established to give senior managers the option to buy company stock in the future at a predetermined fixed price

Motivation equation for expectancy theory

expectancy x instrumentality x valence = motivation

Basic Model of Motivation

need or deficiency -> search for ways to satisfy need -> choice of behavior to satisfy need -> Evaluation of need satisfaction -> determination of future needs and search/choice for satisfaction

merit pay

pay awarded to employees on the basis of the relative value of their contributions to the organization

Expectancy theory

suggests that motivation depends on two things- how much we want something and how likely we think we are to get it

goal specificity

the clarity and precision of a goal

Need for affiliation

the desire for human companionship and acceptance

Need for achievement

the desire to accomplish a goal or task more effectively than in the past

goal difficulty

the extent to which a goal is challenging and requires effort

Motivation

the set of forces that cause people to behave in certain ways

punishment

used to weaken undesired behaviors by using negative outcomes or unpleasant consequences when the behavior is performed

flexible work schedules

work schedules that allow employees to select, within broad parameters, the hours they work