Motivating Performance ch.8

Managers can enrich jobs.

- delegate more variety and responsibility. Give employees challenging assignments that help them grow and develop new skills - form natural working groups. The work group can also perform its own identifiable work with increased responsibility - make employees responsible for their own identifiable work. Let employees make the entire product rather than one part of it - Give employees more autonomy. Allow employees to plan, schedule, organize, and control their own jobs. Making employee is responsible for checking their own work eliminates the next for checkers

To motivate employees break the job down into these steps.

-Eliminate. Does the task have to be done at all? If not, don't waste time doing it -combine. Doing more than one thing at a time often saves time -change sequence. After the change in the order of doing things result in a lower total time

General guidelines for motivating with reinforcement

-Make sure employees know exactly what is expected of them. Set clear objectives. -select appropriate rewards. A reward to one person could be considered a punishment by another -select the appropriate reinforcement schedule -do not reward mediocre or poor performance -look for the positive and give praise, rather than forcing on the negative and criticizing. Make people feel good about themselves(Pygmalion effect) -never go a day without giving praise -do things for people, instead of to them, and you will see human relations and productivity increase. Treat employees well.

To motivate people to high levels of performance

-difficult but achievable: do you have high levels of performance, you need to set high standards. Individuals perform better with assigned difficult objectives, as opposed to being assigned easy ones. However, if people do not believe that the objectives are achievable they will not be motivated to work for their accomplishments. Worse, when objectives are too difficult and incentives are high enough, many people will use unethical and illegal means to achieve the chapters. - Observable and measurable: you can't manage what you don't measure. If people are to achieve objectives, they must be able to observe and measure their progress regularly. - Specific, with a target date: to be motivated, employees must know exactly what is expected of them and when they are expected to have a task completed also known as a deadline. - Participatively set when possible: groups that participate in settings their objectives generally outperform groups with assigned objectives - Accepted: Projected to be mad employees must except them. Without acceptance, even meeting the above for criteria can lead to failure. Using participation help us get employees to except objectives.

What theories of motivation will hold up we'll cross-culturally?

-expectancy theory -reinforcement theory

Motivating with Equity Theory.

1. Be aware that equity is based on perception, Of being treated fairly, and the quality of human relations, which may not be correct. It is possible for the supervisor to create equity or in equity. Some managers have favorite subordinates who gets special treatment; others don't 2. Reward should be equitable. When employees perceive that they are not treated fairly, moral and performance problems occur; Resentment and retaliation are common. 3. High performance should be rewarded, but employees must understand that in parts need to attain certain outputs. 4. Realize that what people know or don't know isn't important. All that really counts is what they feel. The perception of large inequity it gets people emotional. So you have to deal with emotions.

Motivating with expectancy theory

1. Clearly Define objectives and the necessary performance needed to achieve them. 2. Tie performance to rewards. High performance should be well rewarded. When one employee works harder to produce more than other employees and is not rewarded, he or she may slow down productivity 3. Be sure rewards are value to the employee. You need to realize that what motivates you may not motivate someone else. You should get to others as individuals 4. Make sure your employees believe you will do you as what you say you will do. You need peoples trust to motivate them.

Intermittent reinforcement

1. Fixed interval schedule( giving a salary paycheck every week, breaks and meals at the same time every day) 2. Variable interval schedule( giving praise only now and then, a surprise inspection, a PopQuiz) 3. Fixed ratio schedule( Giving a piece rate or bonus after producing a standard rate) 4. Variable ratio schedule( giving praise for excellent work, a lottery for employees who have not been absent for a set time)

Five classification of needs

1. Physiological needs: these are your primary or basic needs. They include air, food, shelter, sex, and relief or avoidance of pain. These needs include adequate salary, breaks, and working conditions 2. Safety needs: these needs include safe working conditions, salary increase to meet inflation, job security, and fringe benefits that protect the physiological needs. 3. Social needs: these needs include the opportunity to interact with others, be accepted, and have friends. 4. Esteem needs: your ego, status, self-respect, recognition for accomplishments, and feeling of self-confidence and prestige. These needs include titles, the satisfaction of completing the job itself, merit pay raises, recognition, challenging tasks, and the chance for advancement. 5. Self-actualization: you develop your full potential by seeking growth, achievement, and advancement. These needs include the development of ones skills; the chance to be creative;achievement and promotions; and the ability to have complete control over ones job.

Four steps to motivate yourself

1. Set objectives -drive to persistence and succeed 2. Develop plans—willpower alone fails 3. Measure results 4. Reinforce results

The thee components of Skinners framework are?

1. Stimulus 2. Response(Behavior/Performance) 3. Consequences(Reinforcement/positive or negative)

Giving praise(ken Blanchard and spencer Johnson)

1. Tell the person exactly what was done correctly 2. Tell the person why the behavior is important. 3. Stop for a moment of silence 4. Encourage repeat performance

How can I go to theory and practice be difficult?

1. Who are the employees reference group is 2. What his or her view of inputs and outcomes is.

High n-Ach

A high nAch person takes personal responsibility for solving problems, goal oriented, not too hard nor too easy, seeking challenges, excellence. There needs to be a balance for accomplishment and satisfaction to occur.

positive reinforcement

A method of encouraging continued behavior is to offer attractive consequences(reward) for desirable performance. For example, an employee is on time for a meeting and is rewarded by the supervisors thanking him or her. The praise is used for reinforced punctuality. Other reinforcers are pay, promotions, time off, and increase status. Positive reinforcement is the best motivator for increasing productivity.

Avoidance Reinforcement

Avoidance is also called negative reinforcement. The employee avoids the negative consequences. For example, an employee is punctual for a meeting to avoid negative reinforcement, such as a reprimand. Rules are designed to get employees to avoid certain behavior. Noticed that with avoidance there is no actual punishment it's the threat of the punishment that controls behavior.

Ratio schedule

Based on output

Motivation high n-Aff employees

Be sure to let them work as part of the team. They derive satisfaction from the people they work with rather than the task it's self. Give them lots of praise and recognition. Delegate responsibility or orienting and training new employees to them. They make great mentors.

What are the effects of giving praise to an employee in an organization?

Builds the employees positive self-concept and results in better performance through the Pygmalion effect

Extrinsic factors

Dissatisfaction<———————>no dissatisfaction Pay, status, job security, fringe benefits, policies and administrative practices.

Motivator Factors

Esteem, self-actualization, and growth needs

Expectancy

Expectancy refers to the person's perception of his or her ability to accomplish an objective. Generally, the higher ones expectancy, the better the chance for motivation. When employees do not believe that they can accomplish objectives, they will not be motivated to try.

Extinction

Extinction of times to reduce or eliminate undesirable behavior by withholding reinforcement when the behavior occurs. For example, an employee who is late for the meeting is not rewarded with praise. Or a pay raise is withheld until the employee performance to set standards Extinction attempts to reduce or eliminate undesirable behavior by withholding reinforcement when the behavior occurs. For example, an employee who is late for the meeting is not rewarded with praise. Or a pay raise is withheld until the employee performs to set standards.

True or false according to Herzbergs two-factor theory of motivation, as processes used to motivate employees of an organization, job enrichment and job design are hygiene's

False

True or false based on the expectancy theory of motivation, if a person gives a low value to the outcome or reward of achieving an object, there's a better chance of motivating the person?

False

True or false process motivation theories focus more on people's needs and then their behavior

False

Motivating employees with a high n-Ach

Give them nonroutine, challenging tasks in which there are clear, attainable objectives. Give them fast and frequent feedback on their performance. Continually give them increased responsibility for doing new things.

Two-Factor Theory

Herzenbergs classification of needs as hygienes(lower-level needs) and motivators(higher-level needs).

ERG Theory

Illustrates Clayton Alderfer reorganizes Maslows needs hierarchy into three levels of needs: existence( physiological and safety needs), relatedness(social), and growth(esteem and self-actualization)

Giving praise to employees of an organization motivates them. A feature of praise is that is?

Is a motivator

Equity Theory

Is primarily Adams motivation theory, which is based on the comparison of perceived inputs and outputs.

Reinforcement theory

Is primarily Skinner's motivation theory: Behavior can be controlled through the use of positive or negative consequences.

Job design

Is the employees system for transforming inputs into outputs.

Motivation

Is the internal process leading to behavior to satisfy needs. Need—> motivate—>behavior—>satisfaction or dissatisfaction

Management by Objectives (MBO)

Is the process in which managers and their employees jointly set objectives for the employees, periodically evaluate the performance, and reward according to the results.

Job enrichment

Is the process of building motivators into the job itself by making it more interesting and challenging.

Job simplification

Is the process of eliminating , combining, and or changing the work sequence to increase performance

Needs hierarchy

Maslow's theory of motivation, which is based on five needs: physiological, safety, social, esteem, and self-actualization.

Manifest needs theory

Motivation is primarily McClelland's classification of needs as achievement, power, & affiliation.

Intrinsic factors

No job satisfaction<———————> job satisfaction Meaningful and challenging work, recognition for accomplishments, feeling of achievement, increase responsibility, opportunity for growth, opportunity for advancement.

What were the major assumptions of the needs hierarchy theory of motivation developed by Abraham Maslow?

People will not be urged to attain a higher-level need unless the lower-level need has been at least minimally satisfied. Peoples needs are arranged based on their importance, starting from basic needs and ending with complex needs.

Hygiene Factors

Physiological, safety, social/existence, and relatedness needs

Punishment

Punishment is used to provide an undesirable consequences for undesirable behavior. For example, an employee who is late for a meeting as reprimanded. Other methods of punishment include her resting, taking away privileges, probation, fining, and demoting. Using punishment may reduce the undesirable behavior, but it may cause other undesirable behaviors, such as poor moral, lower productivity, and asked of theft or sabotage. Punishment is the most controversial method and the least effective at motivating employees.

Valence

Refers to the value a person places on the outcome or reward.

Interval schedule

Reward is based on the passage on time.

Job design and job enrichment are used to motivate employees of an organization. A feature of these processes is that they?

Satisfy employees needs for esteem, self-actualization, and growth.

Risk-averse countries

Security needs are placed at the top of the needs hierarchy

According to ERG theory of motivation, the relatedness level of needs includes?

Social

Countries that prefer quality of life over quantity of life.

Social needs are placed at the top of the needs hierarchy

Objective

State what is to be accomplished within a given period of time.

Blanchard one-minute praise

Step 1: Tell the person exactly what was done correctly. When giving praise, look the person in the Irish oh sincerity. It is important to be very specific and descriptive. General statements like "you're a good worker" are not as effective. Step 2: Tell the person why the behavior is important. Briefly state how the organization and/or person benefits from the action. It is also helpful to tell the employee how you feel about the behavior. Be specific and descriptive. Step 3: stop for a moment of silence. This is a tough one. The rationale for the silence is to give the person the chance to feel the impact of the praise. It's like the pause that refreshes. Step 4: encourage repeat performance. This is the reinforcement that motivates the person to keep a performance. Blanchard recommends touching the person because it has a powerful impact. However, he recommends it only if both parties feel comfortable. Others say not to touch because it could lead to sexual harassment charge.

Three steps of a MBO

Step 1: set individual objectives and plans Step 2: give feedback and evaluate performance Step 3: reward according to performance

High n-Aff

Tend to be characterized as seeking close relationships with others, wanting to be liked by others, enjoying lots of social activities, seeking to belong. They tend to have a low n-Pow. They also tend to avoid supervision because they like to be one of the group rather than its leader.

High quality-of-life countries

The concern for high performance is almost absent

High quantity-of-life countries

The concern for high performance is common

Instrumentality

The higher ones expectancy, the better the chance for motivation.

Motivation theories

The needs hierarchy theory, the manifest needs theory, the two-factor theory, the ERG theory.

Based on the expectancy theory of motivation, the value of person gives the outcome or reward of achieving an object is known as?

Valence

n-Pow

Wanting influence of control over others, enjoying competition in which they can win, willing to confront others. people with high n-Pow tend to have a low need for affiliation.

Motivating employees with a High n-Pow

What them plan and control their job as much as possible. Try to include them in decision making, especially when they are affected by the decision. They tend to perform best as leaders or alone rather than as team members.

Expectancy theory

Which is Vroom's formula, states that Motivation=Expectancy X Valence.

Process motivation theories

attempt to understand how and why people are motivated

Content motivation theories

focus on identifying people's needs in order to understand what motivates them

Performance formula

performance = ability x motivation x resources