Chapter 12 Motivation
Expectancy theory teaches managers the folowing:
-managers should deterine waht rewards employees value most. these rewards will be the most motivational -manager need to clearly indicate what performance level is expected. -managers hould link rewards to the achievement of that performance level. -Employees should believe that managers have the power and ability to deliver the promised rewards.
SUggestions for using REinforcement in motivation
-only reward employees for desired behavior, dont reward expected behavior reward employees soon after the desire dbehavior clearly communicate your expectations use differnet rewards that adress individual differences.
4 THEORIES OF Motivation
Content perspectives. Process perspectives Job Design perspectives Reinforcement perspectives
Piece rate plan
Employees are paid according to how much output they produce
INTERNAL FACTORS
INCLUDE AN EMPLOYEES PERSONALITY, ABILITY , EMOTIONS, ATTITUDES, NEEDS, AND CORE SELF-EVALUATIONS.
It produces higher quality work and better customer service. (reason for Motivation)
It encourages workers to be highly ENGAGED when they work.
4 types of REINFORCEMENT
Positive reinforcement negative reinforcement extinction punisment
It attracts prospective workers to join the organization and keeps talented workers in the organization. (reason for Motivation)
Qualified job applicants can typically choose from among many potential employers. As a results employers must provide appropriate incentives to attract and retain them.
Existence needs (Alderfer's ERG theory)
These are the desires for physiological and material well-being. this category essentilly descirbes a combination of Maslow's physiological and safety needs.
Relatedness needs (Alderfer's ERG theory)
These are the desires to have meaningful relationships. This category relates most closely to maslow's social or belongingness needs.
Self-Actualization needs(MASLOWS Hierarchy of needs)
These include developing on'es potential, being the best one can be , and self fulfillment. How an organization might adress: providing him or her with a challenging job and opportunities to develop a deper skill set.
Satefy needs(MASLOWS Hierarchy of needs)
These include physical safety and emotional security and stability How an organization might adress: offering a pension plan or 401K
Esteem Needs (MASLOWS Hierarchy of needs)
These include status, reputation, recognition, self-respect, and self-confidence. How an organization might adress: Providing him or her with an attractive job title or opportunities for promotion.
Expectancy theory
Victor Vroom Suggests that people are motivated by 2 things: how much they want something how likely they are to get it MOtivation is based on the relationship between effort, performance, and outcomes, all three of which are affected by the following elements: expectancy, instrumentality, and valence
needs
are the physiological or psychological deficiencies that drive behavior.
Reinforcement theory
attempts to explain behavior as a product of reinforcement or consequence administered as a result of the behavior. managers can use reinforcement to motivate employees to engage in desired behaviors and abstain from undesired behaviors.
Pay for performance plans
base pay on ones results: Piece rate plan Sales commision plan
Outputs (equity theory)
inclde anything the employee gets out of the job, such as pay, pormotions, and praise
Need for Affiliation ((McClellands)
is the desire for warm, friendly relations with others. INVIDIUALS.- want to be liked and accepted nd they strive to maintain relationships with others. They find it hard to apply rules uniformly because their consideration for others leads them to worry about people more than performance. DO best in Human resources or Service Management
Insturmentality ( the performance to reward expectancy
is the expectation that sucesfful performance of a task will lead to a desired outcome. ex.- someone believing maing more sales wille arn him or her a bonus or promotion
Extrinsic rewards
is the payoff, such as money, a person recieves from others for performing a particular task.
Valence
is value, the importance a worker assigns to a possible outcome or reward. ex.- salesperson would palce a high VALENCE or a bouns or prootion for high sales if it were important to him or her.
EXTERNAL Factors
organization culture, the physical environment, group norms, leader behavior, organization design, communication technology, cross cultural values, and rewards and reinforcement.
Expectancy ( the ffort-to-performance expectancy)
the belief that a particular level of effort will lead to a particular level of performance. ex. - someone believing that putting more hours, will lead to more sales.
Fixed Intervan reinforcement Schedule
the desire response is rewarded only after a specified amount of time. Ex workers typically earn paycheck at regular intervals
Need of achievement (McClellands)
the desire to excel, solve problems, achieve excellence in difficult tasks, and do something more effectively or more efficiently. INDIVIDUALS.- strive to accomplish something new, outperform others, and meet or surpass goals. Try to do the work themselves. Entrepreneurs and intrapreneurial managers tend to have a relatively high need for achievement.
Fixed Ratio Reinforcement schedule
the desired response is reinforced only after a specified number of occurrences. Piece rate pay systems and sales incentives in which salespeople are rewarded per each dollar of sales are eaaples of this kind of reinforcement
autonomy(The Job Characteristics Model)
the extenet to which an emplyee can make his or her own choices about scheuling and performing tasks
Task identity (The Job Characteristics Model)
the extent to which a worker perfoorma all of the tasks required for job completion, from beginning to end.
feedback (The Job Characteristics Model)
the extent to which managers give workers clear, direct information about the quality of their perormance.
Extinction (reinforcement)
the witholding or withdrawal of positive rewards for behavior so the behavior is less likely to occur in the future. ex- not giving a promotion to someone who works slowly,, may also withhold praise, rewards
Task significance(The Job Characteristics Model)
The extent to which a job has an effect on other people, either inside or outside the organiztion
PUnishment (reinforcement)
application of negative consequences to stop or change undeisrable behavior. ex.- red pepper on brothers thumb, so he stops bitting his thumb.
Motivating Factors (or Motivators) ((HERzberg 2 factor theory)
are the higher-level needs associated with jo satisfaction= such as achvement , recognition, responsibility, and advancement= all of which affect the job content or the rewards of work performance. Presence of motivators = job satisfaction
Equity Theory
-J Stacey Adams focuses on employee perceptions as to how farily they think they are being treated compared to others. Compares own's ratios of outcomes to inputs against another persons ratio. If they feel there is an inequity people will try to reduce this inequity by: reducins on'es inputs (working less hours) attemptin to hcahnge the outcomes (asking for raise) Changing their perceptions (comparing themselves to someone else) Leaving the situation (quitting or transferring to another department. Managers can learn the following form this theory: perceptions matter; reality doesnt employee participation helps: allowin empolyees to participate in decision making leads to greater satisfaction. Appeal processes re important: alloweing employees to appeal decisions gives them a sense that they are being treated fairly.
Alderfer's ERG theory
3 basic needs influence behavior: existence, relatedness, and growth. More than oe need may be activated at a time. the 3 needs from LOWEST to HIGHEST level, are as follows: -Existence needs -Relatedness needs -Growth needs
MClelland's Acquired Needs Theory
3 needs achievement affiliation power These needs are learned from one's culture, that is , we are not born with them.
Process Perspectives on Motivation (Theory of motivation)
Concerned with the thought processes people use to decide how to act. focus on the impact of extrinsic and intrinsic rewards on motivation Include: equity theory, expectancy theory, and goal-setting theory
Job Enalrgement (horizontal loading)
Consists of increasing the number of tasks in a job to increase variety and motivation. Research shows that there is little or no link between job enlargemnet (by itself) and job performance.
GOAL SETTING THEORY
Edwin Locke and Gary Lathan Suggests that goals must be specific , challenging, and achievable to motivate employees Specific goals , must be quantifiable. challenging goals, but still attainable. not soo easy, it must challenge employees to perform better. -must be linked to action plans - outlines the tasks or activites that need to be completed to obtaina goal.
Researcha bout GOAL THEORY
GOAL setting improves performance about 90% of the time The mere existence of goals can be motivational Goals motivate people to compare their current performance to the performance they would have to undertake to achieve the desired goals. Specific goals > "do your best" goals
Importance of Motivation (5 reasons)
It attracts prospective workers to join the organization and keeps talented workers in the organization. - It reduces absenteeism and turnover -It produces higher quality work and better customer service.
The Job Characteristics Model
J. Richard Hackman and Greg Oldham Consists of 5 core job characteristics that affect three critical psychological stats of an employee. These charactirstics affect aspect of work outcomes, such as the employees motivation, performance and satisfaction. SKILL VARIETY TASK IDENTITY TASK SIGNIFICANCE AUTONOMY FEEDBACK
3 laws governing reinforcement
Law of effect law of contingent reinforcement law of immediate reinforcement
Skill variety (The Job Characteristics Model)
The extent to which a person uses a wide variety of abilities and skills on the job
CONTENT PERSPECTIVES (need-based perspectives)
Theories that emphasize the needs that motivate people. -Maslow's Hierarchy of needs theory - Alderfers ERG theory -McClelland's acquired needs theory -Herzberg's two-factor theory
Growth needs (Alderfer's ERG theory)
These are the desires to grow as human beings and reach our full potential. This category relates most closely to Maslows self-actualiztion need.
Inputs (equity theory)
anythign the employee puts into the job, such as time, seniorirty, and intelligence.
Job Enrichment (vertical loading)
consists of building into a job such motivating facotros as responsibility , achievement, recognition, stimulating work, and advancement.
Variable ratio reinforcement schedule
desired response in reinforced after a random number of occurrences. ex-a call center that offers random bonuses to employees but does not tell employees how many calls they need to make to receive the bonus.
Variable interval reinforcement schedule
desired response is reinforced at random times ex.- when a boss randomly praises desired behavior, he or she is using this kind of reinforcement.
Law of effect
estates that bhavior with positive consequences thends to be repeated, where behavior with negative consequences tends to not be repeated.
Non monetary ways of compensating employees
flexible workplaces being nice work-life benefits (providing child care, alternative schedule) surroundings (getting a nice chair, better cubicle) education and skill building (tuition reinbursement/ onthe job education sabbaticals .- extended periods of paid time off.
Job Design perspectives(theory of motivation)
focus on the motivational role of job desing (such as deivision of labor) on job satisfaction and job performance.
Reinforcement perspectives(theory of motivation)
focus on the motivational role of positive and negative consequences.
Process perspectives(theory of motivation)
focus on the processes that lead to motivation.
Content perspectives. (theory of motivation)
focus on the role of needs as motivators
Job design
is the distribution of an organizations work among its employees and the application of motivational theories to jobs to increase satisfaction and performance. Traditionally approached as fitting people to jobs with the assumption tht they will gradually adapt. THe modern approach to job design is FITTING JOBS to people through job enlargement and job enrichment.
It encourages people to go above and beyond their job descriptions. (reason for Motivation)
it encourages them to undertake ORGANIZATIONAL CITIZENSHIP BEHAVIORS.
Hygiene factors (HERzberg 2 factor theory)
lower level needs associated with job dissatisfaction-such as salsary, working conditions, interpersonal relationships, and company policy- all which affect the job context in which people work Absence of HYGIENE FACTORS causes job dissatisfaction Presence of HYGIENE FACTORS causes NO-disatisfaction
"INtegrated Model of motivation" says...
motiation and employee engagement are products of INTERNAL , and EXTERNAL factors.
Maslow's Hierarchy of needs theory
motivated by five leves of needs: physiological safety social esteem self-actualization
Herzberg's TWO-FACTOR theory
proposes taht work satisfaction and dissatisfaction arise from two different factors= Hygiene factors and motivating factors. First aim to reduce dissatisfaction by implementing rasonable company policies and making sure that PAY and WORKING CONDITIONS are appropriate, Thennn!! you can work on motivating employees by offering recognition, responsibility, nd opportunities or growht.
It reduces absenteeism and turnover (reason for Motivation)
recall tha satified wokers have lower absenteeism and turnover
Frustration regression component (Alderfer's definition)
refers to people seeking to intensely fulfill lower level needs when higher level needs are frustrated.
Motivation
refers to the psychological processes that arouse and direct goal oriented behavior. People behave to fulfill their wants and needs, and a persosns motivation must be inferred from his or her behavior.
Intrinsic rewards
satisfaction a person recieves from performing the particular task itself.
Law of immediate Reinforcement
states taht desired behaviors are reinforced most effectively when the rewar is delivered immediately after the behavior is exhibied.
Law of contingent reinforcement
states that behaior can only be shaped if the reward is delivered only once the dsicre behavior is exhibited.
Need for Powerl (McClellands)
the desire to influence or control others. The need for PERSONAL POWER, according mcclellad is negative- it is the need to manipulate and dominate others. The need for INSTITUTIONAL POWER, on the other hand, is positive- it is the need to solve problems and further organizational goals. INdividuals.- enjoy the responsibility of being in charge of people and events. "control Freak" they are competitive most effecitve mangers in complex organizations and bureaucracies have high need for power.
Job simplification
the process of reducing the number of tasks a worker perfroms.
Negative reinforcement
the removal of unpleasant consequences following a desire behavior. ex.- a managers who nags a salesperson about meeting his quota, it might stop if the sales person meets it.
Positive Reinforcement
the use of positive consequences to encourage desirable behavior.
physiological (MASLOWS Hierarchy of needs)
these are the most basic of needs, including food, shleter, clotheing , and self- perservation. How an organization might adress: Offering him or her a basic salary
Social needs or Belonginess needs (MASLOWS Hierarchy of needs)
these include love, friendship, and affection How an organization might adress: Providing a work environment in which they can interact with others and make friends.
When applying job characteristis model, managers must go through the following steps:
use a job diagnostic survey to determine whether emplyee motivatin is low. -If employee motivation si low, determine which core job charactristis to focus on when redisinging the job -Redesing the job to incrase the low core job characteristics. This may invovle forming natural work groups, comninig tasks, or establishing key client relationships.