L&E: Chapter 8
Law of Effect
States that positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated
Two components of thriving individuals are...
Vitality and Learning
Five elements must be in place before employees can be truly empowered to perform their jobs effectively...
1. Employees receive information about company performance 2. Employees receive knowledge and skills to contribute to company goals 3. Employees have the power to make substantive decisions 4. Employees understand the meaning and impact of their jobs 5. Employees are rewarded based on company performance
Leaders can make alterations in five dimensions of jobs to increase the job's motivational and empowerment potential...
1. Increase skill variety 2. Structure jobs so that an employee can perform a complete task from beginning to end 3. Incorporate task significance into the job 4. Give people autonomy for choosing how and when to perform specific tasks 5. To the extent possible, design jobs to provide feedback and let employees see the outcomes of their efforts
Thriving Workforce
A workforce in which people are not just satisfied and productive but also engaged in creating a better future for themselves and the organization; incorporates vitality and learning
Current methods of empowering employees can be classified based on two dimensions
1. The extent to which employees are involved in defining desired outcomes 2. The extent to which they participate in determining how to achieve those outcomes
Recent research shows that only _______ percent of American workers feel engaged in their jobs
30
Intrinsic Reward
A ________________ is internal and under the control of the individual, such as to engage in task behavior to satisfy a need for competency and self-determination
Greater autonomy in a job leads to...
A feeling of increased responsibility for the success or failure of task outcomes (experienced responsibility for outcomes of the work), thus increasing commitment
Q12
A list of 12 questions that provides a way to evaluate how leaders are doing in creating an environment that provides intrinsic rewards by meeting higher-level needs
Job Characteristics Model
A model of job design that considers the core job dimensions of skill variety, task identity, task significance, autonomy, and feedback to enrich jobs and increase their motivational potential
Job Enrichment
A motivational approach that incorporates high-level motivators into the work, including job responsibility, recognition, and opportunities for growth, learning, and achievement
Reinforcement Theory
A motivational theory that looks at the relationship between behavior and its consequences by changing or modifying followers' on-the-job behavior through the appropriate use of immediate rewards and punishments
People evaluate equity by...
A ration of inputs to outcomes
Equity Theory
A theory that proposes that people are motivated to seek social equity in the rewards they receive for performance
Expectancy Theory
A theory that suggests that motivation depends on individuals' mental expectations about their ability to perform tasks and receive desired rewards
Reinforcement
Anything that causes a certain behavior to be repeated or inhibited
Conventional Management
Appeal to individual's lower, basic needs and rely on extrinsic rewards and punishments to motivate people to behave in desired ways
Behavior that produces a desired outcome is rewarded with a...
Carrot
Need
Creates desire to fulfill needs (money, friendship, recognition, achievement)
High defining outcomes, Low determining how to achieve outcomes
Empowered to define mission and set goals
Low defining outcomes, High determining how to achieve outcomes
Empowered to define tasks and work processes
People with high need for achievement tend to enjoy work that is....
Entrepreneurial and innovative
A thriving employee is one who...
Feels alive, energized, and passionate about what he or she is doing
One way in which leaders try to enable all followers to to achieve intrinsic rewards is by...
Giving them more control over their own work and the power to affect outcomes
Quadrant II: Intrinsic Postive Approach
Help people enjoy their work and get a sense of accomplishment (Intrinsic, Pleasure/Growth)
Intrinsic rewards appeal to.....
Higher order needs such as for accomplishment, competence, fulfillment, and self-determination
Intrinsic Rewards
Internal satisfactions a person receives in the process of performing a particular action
P > O Expectancy
Involves whether successful performance will lead to the desired outcome
What is the importance of motivation?
It can lead to behaviors that reflect high performance within organizations
Feedback provides the employee with...
Knowledge of the actual results of work activities, thus, the employee knows how he or she is doing and can adjust work performance to increase desired outcomes
Extrinsic rewards appeal to....
Lower order needs such as for material comfort and basics safety and security
Hierarchy of Needs Theory
Maslow's theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order
Acquire Needs Theory
McClelland's theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual's lifetime
Ideally, work behaviors should....
Satisfy both lower and higher needs, as well as serve the mission of the organization
Rewards
Satisfy needs; intrinsic or extrinsic rewards
The first three dimensions-higher skill variety, task identity, and task significance- enable the employee to....
See the job as meaningful and significant (experienced meaningfulness of work), which makes the job intrinsically satisfying
A Simple Model of Motivation
Need --> Behavior --> Rewards --> Feedback
Low defining outcomes, Low determining how to achieve outcomes
No empowerment
A leader's role is not to control others but to...
Organize the workplace in such a way that each person can learn, contribute, and grow
Belongingness
People have a desire to be accepted by their peers, have friendships, be a part of a group, and be loved. In the organization, these needs influence the desire for good relationships with coworkers, participation in a work team, and a positive relationship with supervisors.
Loss Aversion
People typically respond more strongly to a potential loss than to an expected gain
Expectancy theory is...
Personalized to subordinates needs and goals
Order of Needs (Low to High)
Physiological, Safety, Belongingness, Esteem, Self-Actualization
Deficiency Needs
Physiology, Safety, Belongingness
Empowerment
Power sharing; the delegation of power or authority to subordinates in the organization
Continuous Reinforcement
Reinforce behavior after each and every occurrence
Partial Reinforcement
Reinforce intermittently; the desired behavior is reinforced often enough to make the employee believe the behavior is worth repeating, even though it is not rewarded every time it is demonstrated
Good hygiene factors....
Remove the dissatisfaction, but they do not in themselves cause people to become highly satisfied and motivated in their work
Behavior
Results in actions to fulfills needs
Feedback
Reward informs person whether behavior was appropriate and should be used again
Extrinsic Rewards
Rewards given by another person, typically a supervisor, such as pay increases and promotions
Quadrant I: Extrinsic Positive Approach
Rewards such as pay, raises, bonuses, praise (Extrinsic, Pleasure/Growth)
High defining outcomes, High determining how to achieve outcomes
Self-management: Both define mission and goals and define tasks and processes
Undesirable or unproductive behavior brings the..
Stick
Leadership Approach
Strives to motivate people by providing them with the opportunity to satisfy higher needs and become intrinsically rewarded
Job Design
Structuring jobs in a way to meet higher level needs and increase motivation toward the accomplishment of goals
A high need for power is often associated with...
Successful attainment of top levels in the organizational hierarchy
People who have a high need for affiliation are...
Successful integrators, who job is to coordinate the work of people and departments
TRUE/FALSE: Although extrinsic rewards are important, leaders work especially hard to help followers achieve intrinsic rewards
TRUE
TRUE/FALSE: What is intrinsically rewarding to one individual may not be so to another
TRUE
Quadrant IV: Intrinsic Negative Approach
Tap into self-doubts, anxieties (Intrinsic, Pain/Fear)
Positive Reinforcement
The administration of a pleasant and rewarding consequence following a behavior
What is the biggest difference in whether people feel engaged at work?
The behavior of leaders
Self-Efficacy
The capacity to produce results or outcomes, to feel that they are effective
Empowerment works because it addresses three higher-level needs that truly motivate people..
The desire for mastery, a sense of autonomy, and the need for a driving purpose
Need for Achievement
The desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others
Need for Affiliation
The desire to form close personal relationships, avoid conflict, and establish warm relationships
Need for Power
The desire to influence or control others, be responsible for others, and have authority over others
Hygiene Factors
The first dimension of Herzberg's two-factor theory; involves working conditions, pay, company policies, and interpersonal relationships (Influence level of dissatisfaction)
Motivation
The forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action
Self-Actualization
The highest need category: Represents the need for self-fulfillment; developing one's full potential, increasing one's competence, and becoming a better person. Self-Actualization needs can be met in the organization by providing people with opportunities to grow, be empowered and creative, and acquire training for challenging assignments and advancement.
Making Progress Principle
The idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is making progress toward meaningful goals
Punishment
The imposition of unpleasant outcomes on an employee following undesirable behavior
Physiological
The most basic human physiological needs include food, water, and oxygen. In the organizational setting, these are reflected in the needs for adequate heat, air, and base salary to ensure survival.
Safety
The need for a safe and secure physical and emotional environment and freedom from those threats-that is, for freedom from violence and for an orderly society. In an organizational setting, safety needs reflect the needs for safe jobs, fringe benefits, and job security.
Esteem
The need for esteem relate to the desires for a positive self-image and for attention, recognition, and appreciation from others. Within organizations, esteem needs reflect a motivation for recognition, an increase in responsibility, high status, and credit for contributions to the organization.
E > P Expectancy
The probability that putting effort into a task will lead to high performance
Negative Reinforcement or Avoidance Learning
The process of withdrawing an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior
Expectancy theory is based on...
The relationship among the individual's effort, the possibility of high performance, and the desirability of outcomes following high performance
Motivators
The second dimension of Herzberg's two-factor theory; involves job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth
Behavior Modification
The set of techniques by which reinforcement theory is used to modify behavior
Valence refers to....
The value of outcomes to the individual
Extinction
The withdrawal of positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future
Carrot-and-stick Approach
Theories relying on extrinsic rewards and punishments
Quadrant III: Extrinsic Negative Approach
Threats and punishments (Extrinsic, Pain/Fear)
Engagement
When people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization
Continuous Reinforcement
______________ can be very effective for establishing new behaviors
Extrinsic Rewards
_______________ compel individuals to engage in a task behavior for an outside source that provides what they need, such as money to survive in modern society
Partial Reinforcement
_________________ is more effective for maintaining behavior over extended time periods