Chapter 11 Motivating People MT140

ERG Theory

-A human needs theory postulating that people have three basic sets of needs that can operate simultaneously. -Helps remind managers of outcomes used to motivate.

Maslow's Contributions

-Identified important need categories, which can help managers create effective positive outcomes. -Two general levels of needs: lower-level needs must be satisfied before higher-level needs become important. -Managers must be aware of importance of personal growth and self-actualization.

Quality of Work Life (QWL) Programs

-Programs designed to create a workplace that enhances employee well-being. -General goal is to satisfy the full range of employee needs. -Advocates of QWL claim that it improves organizational effectiveness and productivity.

Extrinsic Rewards

-Rewards given to a person by the boss, the company, or some other person. -Examples include pay, benefits, business class airline travel, or a large office.

Intrinsic Reward

-The reward a worker derives directly from performing the job itself. -Essential to the motivation underlying creativity.

Valence

-The value an outcome holds for the person contemplating it. -Valances can be positive or negative.

QWL Program Categories

1. Adequate and fair compensation 2. A safe and healthy environment. 3. Jobs that develop human capacities. 4. A chance for personal growth. 5. A social environment that fosters personal identity, freedom and prejudice, a sense of community, and upward mobility. 6. Constitutionalism, or the rights of personal privacy, dissent, and due process. 7. A work role that minimizes infringement on personal leisure and family needs. 8. Socially responsible organizational actions.

3 Relevant Needs

1. Need for Achievement. 2. Need for Affiliation. 3. Need for Power.

Four Key Consequences

1. Positive reinforcement- applying a consequence that increases the likelihood of a person repeating the behavior that led to it. 2. Negative Reinforcement- Removing or withholding and undesirable consequence. 3. Punishment- Administering an aversive consequence. 4. Extinction- Withdrawing or failing to provide a reinforcing consequence.

Enriched Jobs Five Core Dimensions

1. Skill Variety 2. Task Identity 3. Task Significance 4. Autonomy 5. Feedback

Needs Hierarchy

A human needs theory postulating that people are motivated to satisfy unmet needs in a specific order.

Law of Effect

A law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated.

Goal-Setting Theory

A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end.

Psychological Contract

A set of perceptions of what employees owe their employers, and what their employers owe them.

Expectancy Theory

A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome.

Equity Theory

A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.

Job Enrichment

Changing a task to make it inherently more rewarding, motivating, and satisfying.

Job Rotation

Changing from one task to another to alleviate boredom.

Hygiene Factors

Characteristics of the workplace, such as company policies, working conditions, pay, and supervision that can make people dissatisfied.

Motivation

Forces that energize, direct, and sustain a person's efforts.

Job Enlargement

Giving people additional tasks at the same time to alleviate boredom.

Equity

People compare ratio of their own outcomes to inputs against another person.

Expectancy

People's perceived likelihood that their efforts will enable them to attain their performance goals.

Stretch Goals

Targets that are particularly demanding, sometimes even thought to be impossible. -Two types: vertical, horizontal.

Motivational Goals

The most powerful goals are meaningful; purposes that appeal to people's "higher" values add extra motivating power.

Instrumentality

The perceived likelihood that performance will be followed by a particular outcome.

Empowerment

The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization.

Procedural Justice

Using fair process in decision making and making sure other know that the process was as fair as possible.

SMART Goals

goals are specific, measurable, achievable, results based, and time-specific.

Reinforcers

positive consequences that motivate behavior.

Organizational Behavior Modification (OB MOD)

the application of reinforcement theory in organizational settings.