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