Chapter 13- Motivation

Goal-Setting theory components

- Goal specificity - Goal difficulty - Goal acceptance Performance feedback

overreward

- Referent's O/I ratio is worse than that of the employee - you are getting more outcomes relative to your inputs than your referent is - when peole feel they are getting overrewarded they experience guilt but have very high tolerance

make sure workers truly accept organizational goals

- Specific, challenging goals won't motivate workers unless they really accept, understand, and agree to the organization's goals. - people must see the goals as fair and reasonable. - they must trust management and believe that managers are using goals to clarify what is expected from them rather than to exploit or threaten them - participative goal-setting, in which managers and employees generate goals together, can help increase trust and understanding and thus acceptance of goals.

Motivating with Expectancy Theory

- Systematically gather information to find out what employees want from their jobs; - Clearly link rewards to individual performance - empower employees to make decisions which enhance expectancy perceptions

intermittent reinforcement schedule

- a schedule in which consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred - four types that differ in the time these consequences are handed out - fixed interval reinforcement schedules, variable interval reinforcement schedules, fixed ratio reinforcement schedules, variable ratio reinforcement schedules

continuous reinforcement schedule

- a schedule that requires a consequence to be administered following every instance of a behavior

Motivating people

- ask people what their needs are - satisfy lower order needs first - expect peoples needs to change - satisfy higher order needs by looking for ways to allow employees to experience intrinsic rewards

reinforcement contingencies

- cause-and-effect relationships between the performance of specific behaviors and specific consequences - positive reinforcement - negative reinforcement - punishment - extinction

fixed ratio reinforcement schedule

- consequences are delivered following a specific number of behaviors

satisfy lower order needs first

- higher order needs do not need motivation as much as lower ones - providing equipment, training and knowledge to create a safe workplace free of physical risk, paying employees well enough for financial security, offering benefit packages that will protect them and their families with medical coverage, health and disability insurance

identify

- identifying critical, observable, performance related behaviors

What are the three major factors of motivation

- initiation of effort -direction of effort - persistent of effort

components of equity theory

- inputs, - outcomes, - referents - input/output ratio

outcome/input ratio

- internal comparison in which they compare their outcomes to their inputs then make external comparison in which they compare their I/O ratio with that of a referent - when they think that both ratios are equal they believe they are being treated fairly - if they think the ratios are different they believe they have been treated unfairly

motivating with equity theory

- look for an correct major inequalities - reduce employees input - make sure decision-making processes are fair - procedural justice matters even when employees are unhappy with outcomes - more likely to be less unhappy with company if they believe that the procedures used to allocate outcomes were fair

rationalize inputs or outcomes

- make emotional/ mental adjustment to their output input ratio

Ask people what their needs are

- managers need to ask their employees what are some of their needs - managers can then set up rewards/ opportunities to satisfy those needs

satisfy higher order needs by looking for ways to allow employees to experience intrinsic reward

- managers need to fulfill higher needs through intrinsic rewards - intrinsic rewards correspond to higher order needs

underreward

- occurs when referent's O/I ratio is better then your O/I ratio - when people think they have been underewarded they tend to experience anger or frustration - referent you compare yourself to is getting more outcomes relative to his or her inputs than you are

correctly administer the punishment at the appropriate time

- punishment can change worker's behavior and help them improve - fairly punishing workers also lets other workers know what is or isn't acceptable - danger can produce backlash against companies

People react differently to inequity

- reduce inputs - increase outcomes - rationalize inputs or outcomes - change the referent - leave

Extinction

- reinforcement strategy where a positive consequence is no longer allowed to follow a previously reinforced behavior - by removing the positive consequence extinction weakens the behavior making it less likely to occur

fixed interval reinforcement

- schedule of reinforcement in which the interval of time that must pass before reinforcement becomes possible is always the same

schedules of reinforcement

- set of rules regarding reinforcement contingencies such as which behaviors will be reinforced, which consequences will follow those behaviors and schedule by which those consequences will be delivered - continuous and intermittent

negative reinforcement

- strengthens a behavior by withholding unpleasant consequences when employee perform a specific behavior - AKA avoidance learning because workers perform a behavior to avoid a negative consequence

McClelland's learned needs theory

- suggest that individuals needs are the following - affiliation: being likes and accepted - achievement: achieving a great task -power: to have influence over others

valence

- the attractiveness or desirability of a reward or outcome - each employee will have a different desire for the reward available - employees' will determine their effort based on the rewards available

expectancy

- the perceived relationship between effort and performance - if relationship is strong then job performance will be good and vice versa

instrumentality

- the perceived relationship between performance and rewards - if this relationship is strong than this will lead to greater performance and better rewards and vice versa

Reinforcement

- the process of changing behavior by changing the consequences that follow behavior - two parts are reinforcement contingencies and a schedule of reinforcement

reinforcement theory

- the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently

equity theory: reaction to perceived inequality

- two kinds of inequality are underrewrd and overreward

punishment

- weakens behavior by following behaviors with undesirable consequences - punishment can weaken behavior but managers need to be careful to avoid the backlash that sometimes occurs when employees are punished at work

Basics of Motivation

-Effort and performance -Need satisfaction -Extrinsic and intrinsic rewards -How to motivate with the basic model of motivation

Equity Theory

-a theory that states that people will be motivated when they perceive that they are being treated fairly - stresses importance of perception - people must also perceive that they are being treated fairly compared to others ex- CEO makes 289 times more than average blue cllar worker , equity theory says that depending whether person thinks it is fair depends per person

motivating with goal- setting theory

-assign specific, challenging goals -make sure workers truly accept organizational goals -provide frequent, specific, performance-related feedback

provide frequent , specific, performance-related feedback

-employees should receive frequent performance-related feedback so they can track progress toward goal completion. - Feedback leads to stronger motivation and effort in three ways. - First, receiving specific performance feedback that indicates how well you're performing can encourage employees who don't have specific, - challenging goals to actually set goals to improve their performance. - Second, once people meet goals, performance feedback often encourages them to set higher, more difficult goals. - Third, feedback lets people know whether they need to increase their efforts or change strategies in order to accomplish their goals.

Motivating with Reinforcement Theory

-identify, measure, analyze, intervene, and evaluate -don't reinforce the wrong behavior -correctly administer punishment at the appropriate time -choose the simplest and most effective schedule of reinforcement

situational constraints

-is not the factor but is a factor that is needs to be overcome - person has no control of it

referents

-others with whom people compare themselves to determine if they have been treated fairly - usually people compare themselves with referents who hold the same or similar jobs or are similar in gender, age and tenure

positive reinforcement

Increasing behaviors by following them with desirable consequences

How the theories are different from each other

Maslow- needs are from low to high and people are motivated by their lowest unsatisfied needs, as needs are met they move up from physiological to self-actualization needs Alderfan- people can be motivated by more than one need, people move down and up specially when unable to achieve satisfaction McClelland- degree of which needs motivate individuals can vary, needs are learned not innate and lower order needs are with safety, physiological and existence, higher order are with relationship - higher order needs will not satisfy as long as lower order are not satisfied

assign specific challenging goals

One of the simplest, most effective ways to motivate workers is to give them specific, challenging goals. However, an amazing number of managers never do this with their employees.

Alderfer's ERG Theory

acronym that places Maslow's factors into three groups - existence: safety and physiological needs - relatedness: belongingness - growth: esteem and self- actualization

motivation

amount of effort that an individual puts in certain task

increase outcomes

an employee may talk to the manager to point out the inequality in place and ask for a raise to rectify it

intervene

changing the organization by using positive and negative reinforcement to increase the frequency of these critical behaviors

what is persistence of effort

choices that people make about how long they will put forth effort in their jobs before reducing or eliminating efforts

What is initiation of effort

choices that people make about how much effort to put into their jobs

what is direction of effort

choices that people make in deciding where to put effort in their jobs

change referent

comparing oneself to another co-worker

variable ratio reinforcement schedules

consequences are delivered following a different number of behaviors, sometimes more and sometimes less, that vary around a specified average number of behaviors

variable interval reinforcement schedules

consequences follow a behavior after different times, some shorter and some longer, that vary around a specified average time

inputs

contributions that employees make to the organization ex- education, training, intelligence number of hours

evaluate

evaluating the extent to which the intervention changes a workers behavior

Maslow's Hierarchy

following factors that motivates individuals - physiological: food and water - Safety: physical and economic - Belongingness: being part of a group of people - Esteem: feeling accomplishment, achieving something - self-actualization: realizing your full potential

what is job performance

how well an individual performs the requirements of the job

how to achieve maximum job performance

individual must have three critical factors - motivation - ability - situational constraints

Performance Feedback

information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal

ability

knowledge of skills that individual has for the specific task

analyze

means analyzing the causes and consequences of these behaviors

measure

means measuring the baseline frequencies of these behaviors

what are intrinsic rewards

natural rewards associated with performing a task or activity for own sake ex- sense of accomplishment and achievement

expect peoples needs to change

needs are satisfied, situations change and needs can also change - managers need to be able to adjust to changes of needs

leave

or the employees will leave/ quit their workplace

what is needs satisfaction

physiological and psychological requirements this needed to survive - three approaches 1. maslow's hierarchy of needs 2. alderfers ERG theory 3. McClellands learned needs theory

outcomes

rewards employees receive in exchange for their contributions to the organization ex- pay, fringe benefits, job tittles

What is motivation?

set of forces that initiates and makes people persist

what are extrinsic rewards

tangible and visible to others and are given to employees contingent on the performance of specific tasks or behaviors - guided by external agents that determine and control the distribution, frequency and amount of awards

goal difficulty

the extent to which a goal is hard or challenging to accomplish

goal specificity

the extent to which goals are detailed, exact, and unambiguous

goal acceptance

the extent to which people consciously understand and agree to goals

Goal Setting Theory

the theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement

Expectancy Theory

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

reduce inputs

those who feel they are underrewarded may reduce their inputs as they feel they are not be rewarded enough from their efforts

why do companies need extrinsic rewards

to get people to do things they usually don't do, motivate people to join organizations, regurly attend jobs and perform their jobs well

Components of Expectancy Theory

valence, expectancy, and instrumentality

Don't reinforce the wrong behaviors

while reinforcement theory sounds simple it is difficult to put into practice