MGT Chapter 12: Motivating Employees
motivators
influences job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, work itself, opportunities for personal growth influence level of satisfaction ---> area of satisfaction
social learning theory
related to the reinforcement perspective, but it proposes that an individual's motivation can result not just from direct experience of rewards and punishments but also from the person's observations of other people's behavior
team-based compensation
rewards employees for behavior and activities that benefit the team, such as cooperation, listening, and empowering others
lifestyle awards
rewards employees for meeting ambitious goals with luxury items, such as tickets to big-name sporting events or exotic travel
Lump-sum bonuses
rewards employees with a one-time cash payment based on performance
positive reinforcement
the administration of a pleasant and rewarding consequence following a desired behavior. Research shows that __________ _________________ does help motivate desired behaviors.
job design
the application of motivational theories to the structure of work for improving productivity and satisfaction - job rotation - job enlargement - job enrichment
motivation
the arousal of enthusiasm and persistence to pursue a certain course of action Employee ___________ affects productivity, and part of the manager's job is to channel ____________ toward the accomplishment of organizational goals
task identity
the degree to which an employee performs a total job with a recognizable beginning and ending. A chef who prepares an entire meal has more task identity than a worker on a cafeteria line who ladles mashed potatoes.
Task significance
the degree to which the job is perceived as important and having an impact on the company or consumers. People who distribute penicillin and other medical supplies during times of emergencies would feel that they have significant jobs.
E-P Expectancy
the expectancy that putting effort into a given task will lead to high performance
punishment
the imposition of unpleasant outcomes on an employee, typically occurring after undesirable behavior
Relatedness needs
the needs for satisfactory relationships with others
Avoidance Learning
the removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior. Managers apply avoidance learning, called negative reinforcement, when they remove an unpleasant consequence once a behavior is improved.
intrinsic rewards
the satisfactions that a person receives in the process of performing a particular action
Behavior Modification
the set of techniques by which reinforcement theory is used to modify human behavior
extinction
the withholding of a positive reward. Whereas with punishment, the supervisor imposes an unpleasant outcome such as a reprimand, ___________ involves withholding praise or other positive outcomes
ESOP
Employee Stock Ownership Plan Gives employees part ownership of the organization, enabling them to share in improved profit performance
Negative Approach (1)
1st category of motives managers can use Top left: Pain/Fear, Extrinsic Threats and punishments
Negative Approach (2)
2nd category of motives managers can use Bottom left: Pain/Fear, intrinsic Tap into self-doubts
Positive Approach (3)
3rd category of motives managers can use Top right: Pleasure/Growth, Extrinsic Rewards such as pay raises, bonuses, praise
Positive Approach (4)
4th category of motives managers can use Bottom right: Pleasure/Growth, Intrinsic Help people enjoy their work, get sense of accomplishment
Change Outcomes
A person may change his or her outcomes. An underpaid person may request a salary increase or a bigger office. A union may try to improve wages and working conditions to be consistent with a comparable union whose members make more money.
change work effort
A person may choose to increase or decrease his or her inputs to the organization. Individuals who believe that they are underpaid may reduce their level of effort or increase their absenteeism. Overpaid people may increase their effort on the job
Motives
Categories
Need
Creates desire to fulfill needs (money, friendship, recognition, achievement)
intrinsic, extrinsic
Forces either _______ or ________ to a person arouse enthusiasm and persistence
engagement
Giving Meaning to Work through ______________: Instill a sense of support and meaning help employees develop positive relationships with colleagues and supervisors focus on learning, contribution, and growth
various types, desired behavior
Innovative Ideas for Motivating: Organizations are using _________ _______ of incentive compensation to motivate employees to higher levels of performance variable compensation is a key motivational tool Incentive plans can backfire Incentives should reward the ________ __________
Leave the job
People who feel inequitably treated may decide to ______ ____ _____ rather than suffer the inequity of being underpaid or overpaid. In their new jobs, they expect to find a more favorable balance of rewards.
Change Perception
Research suggests that people may change perceptions of equity if they are unable to change inputs or outcomes. They may increase the status attached to their jobs artificially or distort others' perceived rewards to bring equity into balance.
Behavior
Results in actions to fulfill needs
Feedback
Reward informs person whether behavior was appropriate and should be used again
Rewards
Satisfy needs; intrinsic or extrinsic rewards
Need for achievement
The desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others
Existence Needs
The needs for physical well-being
Valence
The value of outcomes (rewards) to the individual. the value or attraction an individual has for an outcome
Feedback
This is the extent to which doing the job provides feedback to the employee about his or her performance. Jobs vary in their ability to let workers see the outcomes of their efforts. A football coach knows whether the team won or lost, but a basic research scientist may have to wait years to learn whether her research project was successful.
flexible work
_________ ______ schedule and arrangements: Flextime allows workers to set their own hours Job sharing allows two or more part-time workers to jointly cover one job Telecommuting, sometimes called flex-place, allows employees to work from home or an alternative workplace
ERG Theory
a modification of the needs hierarchy and proposes three categories of needs: existence, relatedness, and growth
variable compensation
and forms of "at risk" pay such as bonus plans are key motivational tools that are becoming more common than fixed salaries at many companies.
reinforcement
anything that causes a certain behavior to be repeated or inhibited REVIEW SLIDE 19 ON CH 11 PPT
law of effect
behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated
Job enlargement
combine a series of small tasks into one new, broader job so that people perform a variety of activities
core job dimensions
dimensions that determine a job's motivational potential - Skill variety - Task Identity - Task significance - Autonomy - Feedback Based on: - Critical psychological stated - Personal and work outcomes - Employee Growth-Need Strength
Content Theories
emphasize the needs that motivate people needs motivate people needs translate into an internal drive that motivates behavior people have a variety of needs
performance
employees are rewarded based on company _____________ Organizations that empower workers often reward them based on the results shown in the company's bottom line.
Frustration-Regression Principle
failure to meet a high-order need may trigger a regression to an already fulfilled lower-order need. Thus, a worker who cannot fulfill a need for personal growth may revert to a lower-order need and redirect his or her efforts toward making a lot of money.
Equity Theory
focuses on individuals' perceptions of how fairly they are treated relative to others individual perceptions of fairness
extrinsic rewards
given by another person, typically a manager, and include promotions, praise, and pay increases. They originate externally, as a result of pleasing others.
backfire
incentive plans can ________: they should be combined with motivational ideas and intrinsic rewards and meeting higher-level needs
Process Theories
including goal-setting theory, equity theory, and expectancy theory, explain how people select behaviors with which to meet their needs and determine whether their choices were successful
Job enrichment
incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into the work
pay for knowledge
links employee salary with the number of task skills acquired. Workers are motivated to learn the skills for many jobs, thus increasing company flexibility and efficiency
reinforcement theory
looks at the relationship between behavior and its consequences. It focuses on changing or modifying employees' on-the-job behavior through the appropriate use of immediate rewards and punishments
Expectancy Theory
motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards E-->P P--> O Valence
job rotation
move employees systematically from one job to another to provide variety and stimulation
inequity
occurs when the input-to-outcome ratios are out of balance
vicarious learning
or observational learning, occurs when an individual sees others perform certain behaviors and get rewarded for them Managers can enhance an individual's motivation to perform desired behaviors by ensuring that the individual: 1. has a chance to observe the desirable behaviors, 2. accurately perceives the behaviors, 3. remembers the behaviors, 4. has the necessary skills to perform the behaviors, and 5. sees that the behaviors are rewarded by the organization
empowerment
practice of sharing information, rewards, and power with employees, facilitating rather than controlling employees, so that they can take initiative and make decisions to solve problems and improve service and performance
Acquired Needs
proposes that certain types of needs are acquired during the individual's lifetime. In other words, people are not born with these needs but may learn them through their life experiences. The three needs most frequently studied are: 1. Need for achievement 2. Need for affiliation 3. Need for power
Goal Specificity
refers to the degree to which goals are concrete and unambiguous. A lack of clear, specific goals is cited as a major cause of the failure of pay-for-performance incentive plans in many organizations. Vague goals can be frustrating for employees.
autonomy
the degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks. A house painter can determine how to paint the house; a paint sprayer on an assembly line has little autonomy.
P-O Expectancy
the expectancy that high performance of a task will lead to the desired outcome
Need for affiliation
The desire to form close personal relationships, avoid conflict, and establish warm friendships
Need for power
The desire to influence or control others, be responsible for others, and have authority over others
Herzberg's Two-Factor Theory
Herzberg interviewed hundreds of workers about times when they were highly motivated to work and other times when they were dissatisfied and unmotivated. His findings suggested that the work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction, which prompted the notion that two factors influence work motivation. REVIEW SLIDE 9 ON CH 11 PPT
needs, reward
If managers understand employees' _____, they can design appropriate ______ systems.
Gain sharing
Rewards all employees and managers within a business unit when predetermined performance targets are met. Encourages teamwork.
Pay for Performance
Rewards individual employees in proportion to their performance contributions. Also called merit pay.
Growth needs
The needs that focus on the development of human potential and the desire for personal growth and increased competence
Physiological needs
These most basic human physical needs include food, water, and oxygen. In the organizational setting, they are reflected in the needs for adequate heat, air, and base salary to ensure survival
safety needs
These needs include a safe and secure physical and emotional environment and freedom from threats—that is, for freedom from violence and for an orderly society. In the workplace, ________ ______ reflect the needs for safe jobs, fringe benefits, and job security
Self Actualization Needs
These needs include the need for self-fulfillment, which is the highest need category. They concern developing one's full potential, increasing one's competence, and becoming a better person. ____- _____________ ______ can be met in the organization by providing people with opportunities to grow, be creative, and acquire training for challenging assignments and advancement
skill variety
This is the number of diverse activities that compose a job and the number of skills used to perform it. A routine, repetitious assembly-line job is low in variety, whereas an applied research position that involves working on new problems every day is high in variety.
perceived inequity
___________ __________ can be reduced by: - changing work effort - changing outcomes - changing perception - leaving the job
job characteristics model
a model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength REVIEW SLIDE 22 ON CH 11 PPT
self-feedback
where people are able to monitor their own progress toward a goal has been found to be an even stronger motivator than external feedback.
belongingness needs
These needs reflect the desire to be accepted by one's peers, have friendships, be part of a group, and be loved. In the organization, these needs influence the desire for good relationships with coworkers, participation in a work group, and a positive relationship with supervisors.
Esteem Needs
These needs relate to the desire for a positive self-image and to receive attention, recognition, and appreciation from others. Within organizations, _______ ______ reflect a motivation for recognition, an increase in responsibility, high status, and credit for contributions to the organization
knowledge, skills, contribute
employees have __________ and ________ to __________ to company goals Companies use training programs and other development tools to help people acquire the ___________ and ________ that they need to ____________ to organizational performance.
power, decisions
employees have the ______ to make substance ___________ Empowered employees have the authority to influence work procedures and organizational performance directly, such as through quality circles or self-directed work teams.
information
employees receive ___________ about company performance In companies where employees are fully empowered, all employees have access to all financial and operational ___________.
hygiene factors
focuses on lower-level needs and involves the presence or absence of job dissatisfiers, including working conditions, pay, company policies, supervisors, interpersonal relationships influence level of dissatisfaction ---> area of dissatisfaction
Goal difficulty
hard goals are more motivating than easy ones. Easy goals provide little challenge for employees and don't require them to increase their output. Highly ambitious but achievable goals ask people to stretch their abilities and provide a basis for greater feelings of accomplishment and personal effectiveness.
goal acceptance
means that employees have to "buy into" the goals and be committed to them. Having people participate in setting goals is a good way to increase acceptance and commitment
Feedback
means that people get information about how well they are doing in progressing toward goal achievement. It is important for managers to provide performance feedback on a regular, ongoing basis.
Maslow's Hierarchy of Needs
proposes that people are motivated by five categories of needs—physiological, safety, belongingness, esteem, and self-actualization—that exist in a hierarchical order
goal-setting theory
proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement enhance performance/motivation by setting goals and providing timely feedback Key Components: - Goal specificity - Goal Difficulty - Goal Acceptance - Feedback