Ch. 9: Motivation, Performance, and Effectiveness

Punishment

- : Administration of an aversive stimulus or the withdrawal of something desirable to decrease the likelihood of repeating a particular behavior

Motivation

- Anything that provides direction, intensity, and persistence to behavior

Achievement Orientation

- Atkinson proposed that a person's tendency to exert effort toward task accomplishment depends partly on the strength of his or her motivation to achieve success

Needs That Drive Employees Who Perform Non-Routine Work:

- Autonomy - Meaning - Mastery

Performance

- Behaviors directed toward the firm's mission slash goals or the products and services resulting from those behaviors - Differs from "effectiveness," which involves making judgments about the adequacy of behavior with respect to certain criteria

Operant Approach

- Change rewards and punishments to change behavior

Using operant principles to improve followers' motivation and performance requires the following steps:

- Clearly specify what behaviors are important - Determine if those behaviors are currently being punished, rewarded, or ignored - Find out what followers find rewarding and punishing - Be wary of creating perceptions of inequity when administering individually tailored rewards - One should not be limited to administering organizationally sanctioned rewards and punishments - Administer rewards and punishments in a contingent manner whenever possible

Reward

- Consequence that increases the likelihood that a particular behavior will be repeated

Employee engagement

- Extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks - Form of productivity

Empowerment

- Give people autonomy and latitude to increase their motivation for work

Locke and Latham identified the following common aspects of goal setting:

- Goals that were both specific and difficult resulted in consistently higher effort and performance when contrasted to "do your best" goals - Goal commitment is critical - Followers exerted the greatest effort when goals were accompanied by feedback

Empowered employees:

- Have latitude to make decisions and are comfortable making these decisions - Believe what they do is important - Are seen as influential members of their team

Job satisfaction

- How much one likes a specific kind of job or work activity

Monitoring

- Includes tracking follower performance, sharing feedback on goal progress, and providing needed resources and coaching

Needs

- Internal states of tension or arousal, or uncomfortable states of deficiency that people are motivated to change

Goal Setting

- Involves setting clear performance targets and helping followers create systematic plans to achieve them

Aspects of follower performance:

- It is important for leaders to understand the team and organization goals as these will dictate the type, intensity, and duration of follower behavior needed for goal accomplishment - Leaders need to understand the context or situation in which these behaviors need to be exhibited - Spending time engaging in different behavior at work can motivate followers to spend more time on work-related activities - Followers' knowledge and experience, the right hardware and software, leveraging the right processes and procedures, and motivation can affect follower performance

Key components of empowerment:

- Leaders who wish to empower employees should delegate leadership and decision making down to the lowest level possible - Leaders should equip followers with the resources, skills, and knowledge necessary to make good decisions

Macro psychological components of empowerment:

- Motivation - Learning - Stress

Five Motivational Approaches

- Motives or needs - Achievement Orientation - Goal Setting - Operant Approach - Empowerment

Criterion Contamination

- Occurs when effectiveness measures are affected by factors unrelated to follower performance

Pygmalion effect

- Occurs when leaders express high expectations for followers

Golem effect

- Occurs when leaders have little faith in their followers' ability to accomplish a goal

Leaders should be proficient in the following components of the performance management cycle when working with followers to accomplish group or organizational goals:

- Planning - Monitoring - Evaluating

Achievement Orientation

- Possess certain personality traits

Evaluating

- Providing summary feedback on job performance to followers

The operant approach utilizes the following methods to change the direction, intensity, or persistence of behavior:

- Reward - Punishment - Contingent - Noncontingent

Motives or needs

- Satisfy needs to change behavior

Maslow's Hierarchy of Needs

- Self-actualization needs - Esteem Needs - Belongingness and love needs - Safety Needs - Physiological Needs

Micro psychological components of empowerment:

- Self-determination - Meaning - Competence - Influence

Goal Setting

- Set goals to change behavior

Planning

- Understanding the team's or organization's goals, the role followers need to play in goal accomplishment, the context in which followers operate, and the behaviors they need to exhibit for the team to be successful

Employee engagement has replaced __________________ over the past few years

- job satisfaction

A leader's actions can and do affect followers' ___________________.

- motivation levels

Leaders should be proficient in the following components of the ________________________________________ when working with followers to accomplish group or organizational goals:

- performance management cycle

Contingent

- rewards and punishments are administered as consequences of a particular behavior

Noncontingent

- rewards and punishments are not associated with particular behaviors

According to Locke and Latham, goals are...

- the most powerful determinants of task behaviors

A leader's implicit and explicit expectations about goal accomplishment can affect...

- the performance of followers and teams