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