Motivation at Work

-longer lasting -more positive impact

2 benefits of intrinsic motivation

-people are driven to grow and attain fulfillment with their behavior and well being through 3 innate needs -focuses on intrinsic motivation/rewards

2 characteristics of Deci and Ryan's self determination theory

-Rewarding behavior with recognition (powerful motivator) with the hopes that it leads to a repetition -Link rewards to performance and the visibility of that recognition

2 characteristics of Employee Recognition Programs

-people are motivated by goals that are specific and challenging but achievable -Only useful if people understand, accept, and are committed to the goals

2 characteristics of Goal setting theory

-3 needs are major motives determining people's behavior in the workplace -2 assumptions: needs are learned + one need often dominates

2 characteristics of McClelland's Acquired Needs Theory

-Increasing employee loyalty to the company by providing a job for life and a strong focus on the well being of the employee -Promoting stable employment, high level of productivity, and high employee morale and satisfaction

2 characteristics of Theory Z

-people are motivated by how much they want something and how likely they think they will get it -Involves relationship between effort, performance, and desirability of the outcomes for your performance

2 characteristics of expectancy theory

-the process of increasing the number of tasks to increase variety and motivation -Horizontal loading = giving employees additional tasks of similar difficulty

2 characteristics of job enlargement

-building motivating factors into a job such as responsibility, achievement, recognition, stimulating work, and advancement -Vertical loading = giving employees tasks of more responsibility

2 characteristics of job enrichment

-Based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility -job enlargement + enrichment

2 characteristics of modern = fitting jobs to people model

-physiological/psychological deficiencies that arouse behavior -influenced by environmental factors

2 characteristics of needs

-Based on assumption that people will adapt to any work situation -scientific management

2 characteristics of tradition = fitting people to jobs design

1. Combination of multiple personal + contextual factors 2. People have needs that motivate them to perform specific behaviors to receive rewards that feedback the original need

2 models of motivation

High motivation/performance/satisfaction Low turnover and absenteeism

2 work outcomes affected by the job characteristics model

Studying coworkers Tuition reimbursement Learning and development

3 aspects of personal growth

Work life benefits: initiatives that help employees balance work and home lives Flex time: compressed workweek, job sharing, and telecommuting Vacations and sabbaticals: extended periods of paid time off earned over years

3 aspects of work life balance

-people seek fairness and justice in their interactions with others -Based on cognitive dissonance: discomfort is motivating to change our attitude, behavior, or committing sabotage/workplace violence to maintain consistency between beliefs and behavior -people compare the ratio of their own outcomes to inputs against the ratio of someone else's outcomes to inputs

3 characteristics of Equity/justice theory

-people are motivated by 5 levels of needs -suggests people are never completely satisfied + have unsatisfied needs beyond earning a paycheck -oversimplified view of impact of needs on human motivation

3 characteristics of Maslow's Hierarchy of Needs Theory

-Company established benefit plans in which employees acquire stock to have employee act as an owner -Occurs in both public and private corporations -Provides potential to increase job satisfaction/motivation

3 characteristics of Stock options

-fairness of the procedures used to make allocation decisions -Stronger when employees have a chance to voice their opinions about workplace procedures and when those procedures are applied accurately and consistently -Increases prosocial behaviors

3 characteristics of procedural justice

Competence = need to feel a sense of mastery (tangible resources, time, contacts) Autonomy = need to feel independent and able to influence the environment (trust with employees and empower them) Relatedness = need to feel connected to other people (camaraderie)

3 innate needs of Deci and Ryan's Self Determination Theory

-enable enjoyable, engaging work -play to strengths -carve a path for career development that accommodate personal priorities

3 key ways managers can customize experiences for their people

Meaningfulness of work Responsibility for results Knowledge of results

3 psychological states affected by the job characteristics model

-job not enjoyable -strengths not used -no personal growth

3 reasons why people leave their job

Rewards must be linked to performance and be measurable Rewards must satisfy individual needs Rewards must be agreed on by manager and employees Rewards must be believable and achievable by employees

4 characteristics of the best incentive compensation plans

1. Specific (quantitative) and difficult 2. People must have the abilities and resources to achieve the goal and be committed 3. Linked to action plans 4. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work

4 important characteristics of goals

1. Direct attention toward goal relevant tasks 2. Regulate effort to be proportional to the goal's difficulty and time deadlines 3. Increase persistence 4. Foster the use of strategies and action plans

4 motivational mechanisms of goal setting theory

Work life balance Personal growth Positive work environment Meaningful work

4 nonmonetary incentives

Content Process Job design Reinforcement

4 theories on motivation

Encourage managers and coworkers to express gratitude Create a positive physical setting Be a thoughtful boss Positive physical settings Thoughtful bosses

5 aspects of positive work environment

Skill variety: extent to which a job requires a person to use a wide range of different skills/abilities Task identity: extent to which a job requires a worker to perform all the tasks needed to be complete Task significance: extent to which a job affects the lives of other people Autonomy: extent to which a job allows an employee to own make choices Feedback: extent to which workers receive information about how well they are performing the job

5 core job characteristics

1. Employee perceptions are what count 2. Employees want a voice in decisions that affect them 3. Employees should be given an appeals process 4. Leader behavior strongly influences employees' perceptions of justice 5. Climate for justice increases perceptions of justice (increased job satisfaction, more helping behaviors, enhanced job performance)

5 lessons from the equity/justice theory

1. Join your organization 2. Stay with your organization 3. Show up for work at your organization 4. Be engaged while at your organization 5. Do extra for your organization

5 things managers want to motivate people to do

cash awards given to employees who achieve specific performance objectives

Bonuses

Emphasize needs as motivators

Content theories

The degree to which a person wants personal and psychological development

Contingency factors

A time when the trainee is ready to develop or change in the direction of the company's expectations

Critical period of learning

Fairness of the resources and rewards being distributed among employees

Distributive justice

Perception of managers and the perception they hold on employees motivates/unmotivates employees

Douglass McGregor's Theory X and Y of managers

Expectancy: belief that a particular level of effort will lead to a particular level of performance Instrumentality: expectation that successful performance of the task will lead to the desired outcome Valence: the importance a worker assigns to the possible outcome/reward

Expectancy vs instrumentality vs valence

E = rewards given by others (money) I = reward given to yourself (pride, satisfaction)

Extrinsic vs intrinsic rewards

Extent to which our lives contain PERMA

Flourishing

True

For motivation to be high, you must be high on all 3 elements

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

Gainsharing

Work satisfaction/attitude arises from motivating factors and work dissatisfaction arises from hygiene factors

Herzberg's Two Factor Theory

Not, Absent

Hygiene factors do ___ make people happy when present but can drive considerable dissatisfaction when ____

Inputs = what you think you're putting into the job Outputs = what you think you're getting out of the job Comparison = how you think your ratio of inputs and rewards compares with those of others

Inputs vs outputs vs comparison

How organizational representatives treat employees in the process of implementing procedures and making decisions

Interactional justice

5 core job characteristics that affect 3 critical psychological states + work outcomes of an employee

Job characteristics model

the division of an organization's work among its employees + the application of motivational theories to jobs to increase satisfaction and performance

Job design

Emphasize designing jobs that lead to employee satisfaction and performance

Job design theories

Knowledge/skill, personal growth, context

Job design works when employees are motivated, so they must have necessary ____, desire for ____ ____, and ____ satisfactions

Independent Nature Job environment

Job satisfaction/motivation and dissatisfaction act ____ To increase motivation, you need to focus on the _____ of the work To reduce dissatisfaction, you need to focus on the ___ ___

Learning goal orientation: sees goals as a way of developing competence through the acquisition of new skills Performance goal orientation: sees goals as a way of demonstrating competence we already have by seeking approval of others

Learning vs performance goal orientation

Young

Managerial expectations have their most magical influence on ___ people

Most, low

Managers often communicate ___ when they believe they are communicating least and are more effective in communicating __ expectations to subordinates than in communicating high expectations to them

1 = physiological need = food, clothing, shelter, wages 2 = safety need = physical/emotional security, avoidance of violence, job security, health insurance 3 = love need = love, friendship, affection 4 = esteem need = self respect, status, reputation 5 = self actualization = self fulfillment

Maslow's Hierarchy of 5 needs

Achievement = desire to excel, solve problems, achieve excellence in challenging tasks Affiliation = desire for friendly relations Power = desire to be responsible for others

McClelland's 3 acquired needs

A sense of being part of something you believe is bigger than yourself

Meaningfulness

Motivating factors = achievement, recognition, characteristics of work, responsibility, advancement = intrinsic Hygiene factors = working conditions, pay and job security, company policies, supervisors = extrinsic

Motivating vs hygiene factors

The process that arouse and direct people's behavior

Motivation

Cannot, behavior

One ____ see or know motivation in another person - it must be inferred from ____

Options: the right to purchase stock at a fixed price over a predefined period of time Vesting period: the period of time over which you receive options Trigger: an event that allows you to participate in ESOP Option price: predetermined price for options set by the board of directors

Options vs vesting period vs trigger vs option price

Lower, competitive advantage

Organizations need to go beyond fulfilling ___ level needs if they want ___ ____

ties employee pay to number of job relevant skills/academic degrees they earn

Pay for knowledge

Bases pay on one's performance

Pay for performance

Work

People don't quit their jobs because of their bosses but rather because of their ____

P = desire to dominate/manipulate others (-) I = desire to solve problems that further organizational goals (+)

Personal vs institutional power

Piece rate: employees are paid according to how much output they produce Sales commission: sales representatives are paid a percentage of the earnings the company made from their sales

Piece rate vs sales commission

Emphasize thoughts/perceptions as motivators

Process theories

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

Profit sharing

Emphasize behavioral consequences as motivators

Reinforcement theories

True

Salary can only motivate people up until a certain point and does not lead to great levels of motivation

The process of reducing the number of tasks a worker performs

Scientific management

Poor productivity --> managers lose faith/negative expectation --> agent has difficulty maintaining self image and esteem --> avoids situations that might lead to greater failure --> lower productivity

Self fulfilling prophecy of unsuccessful agents

Goals beyond what they actually expect to achieve

Stretch goals

Realistic and achievable Bell

Subordinates will not be motivated to reach high levels of productivity unless they consider the boss's high expectations ____ and ____ Relationship of motivation to expectancy varies in the form of a ___ shaped curve

Intuition and interpersonal

Successful managers pick their subordinates based on ___ and ___ intelligence (compatibility and body chemistry)

own ability Foundation

Superior managers have greater confidence than other managers in their ____ ___ to develop the talents of their subordinates What managers believe about their ability to train and motivate subordinates is the ___ on which realistically high managerial expectations are built

Generation gap

The ____ ____ in many companies is eroding managerial expectations of new college graduates

Creating

The best managers are open to ___ jobs around the talented people they find

Underdevelopment/utilization

The underlying cause of high attrition is the ____ of a workforce that has high career aspirations (ineffective first line sales management)

Expect Problems created by poor producers are eliminated Transmit Company's, managers

The way managers treat their subordinates is subtly influenced by what they ___ of them Groups of people of sound ability can be motivated beyond their apparently normal productive capacities when? Managers ____ their own feelings of efficacy to their agents, creating mutual expectancy of performance and productivity Relative success depends largely on the ___ expectations and the way ____ treat subordinates

X = managers assume employees are lazy, avoids responsibilities, seeks formal direction, requires job security, and must use punishment to motivate them Y = managers assume employees are self motivated, ambitious, exercises self control, makes innovative decisions, and must use rewards to motivate them

Theory X vs Theory Y

Combined impact of positive emotions, engagement, relationships, meaning, and achievement (PERMA)

Wellbeing

Satisfied, don't Resentful, change

When employees perceive equity, they are ____ with the ratio and ___ change their behavior When employees perceive there is inequity, they feel ___ and act to _____ the inequity

Least resistance

When placed in a difficult situation, most people will follow the path of ____ ____

Physiological and safety

___ and ___ needs are still a necessary foundation