Chapter 5 - Foundations of Employee Motivation

Drive to acquire

This is the drive to seek out, take, control, and retain objects and personal experiences. It is a variation of the need for achievement, competence, status and self-esteem, and to some extent self-actualization.The drive to acquire also motivates competition.

Achievable

Trickiest aspects of goal setting is developing goals that are sufficiently but not overly challenging.

Specific

-states what needs to be accomplished, how it should be accomplished, where, when and with whom Measurable

Need for Achievemet (nAch)

-want to accomplish challenging goals through their own effort. -prefer working alone than in teams and choose moderately challenging tasks. -desire unambiguous feedback for their success -money is weak motivator

Three Learned Needs Theory

1.Achievement 2.Affiliation 3.Power

Maslow tranformed how we think about human motivation

1.needs should be studied together (holistically) 2.can be shaped by human thoughts. 3.people are naturally motivated to reach their potential.

Outcome valences

A valence is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome

ABC of OB Mod (attempts to change behavior)

Antecedents- what happens before the behavior Behavior - what the person says or does Consequences - what happens after the behavior

Schedules of reinforcement

*continuous reinforcement-after every occurrence. *variable ratio schedule-after a variable number of times (salespeople)

Four-drive theory (generated)

Emotions are the source of human motivation and generated from 4 innate & universal drives.

Needs

Goal-directed forces that people experience. They're the motivational forces of emotions channeled toward goals to correct deficiencies or imbalances.

Exciting

Goals are more effective when employees are committed to them not just compliant.

Time-framed

Goals need a due date.

Characteristics of effective feedback (lets us now whether we have achieved goal or not)

It should be: specific & relevant timely credible

Positive organizational behavior

Maslow is consider the pioneer in this study.

Sources of Feedback (multisource, 360-degree)

Others: Peers Supervisors Lower-level employees Outsiders Task: Many tasks provide a steady stream of feedback about how well or poorly one is doing Self: Self-serving bias may contaminate this source

Drive to comprehend

People are inherently curious and need to make sense of their environment and themselves. They are motivated to discover answers to unknown as well as conflicting ideas. To some degree, the drive to comprehend is related to self-actualization.

SMARTER (effective goals have several characteristics)

Specific Measurable Achievable Relevant Time-framed Exciting

Drive to bond

This drive is a variation of the need for belonging and affiliation

Expectancy Theory

a motivation theory that concerns the relationship among individual effort, individual performance, and individual reward. More extrinsic motivated that intrinsic.

Organizational behavior modification

a theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior

employee engagement

an individual's emotional & cognitive motivation, specifically a focused, intense, persistent and effort towards work related goal. Also described as self-efficacy. The believe that one has the ability, role, clarity and resources to get the job done.

Two innate drives

desire to know and desire for beauty

Equity theory

employee determines feelings of equity by comparing their own outcome -input ratio to the outcome-input ratio of some other person.

Contingencies of reinforcement (types of consequences)

four specific consequences used by organizations to modify employee behavior

Relevant

goals need to be relevant to the individuals' job and within his or her control.

drives (primary needs)

hardwired characteristics of the brain that attempt to keep us in balance by correcting deficiencies. They are innate and universal which means everyone has them they exist from birth.

Positive reinforcement

increases or maintains frequency of future probability of specific behavior. -receive praise from coworkers

E to P expectancy

individual perception that his or her effort will result in a particular level of performance.

strategy to improve employees' expected value of outcomes

individualized rewards

Strengths based coaching (appreciative coaching)

maximizing employees' potential by focusing on their strengths rather than weaknesses.

Maslow's hierarchy theory

motivation theory of needs arranged in a hierarchy where people are motivated to fulfill a higher need as a lower one becomes gratified

Reviewed

motivational value of goal setting depends on employees receiving feedback about reaching those goals.

Social cognitive theory

much learning occurs by observing & modeling others as well as by anticipating the consequences of our behavior. 3 relevant to employee motivation learning behavior consequences behavior modeling self regulation

Physiological

need for food, air, water, shelter

Self-actuatlization

need for fulfillment, realization of one's potential

Belongingness/love

need for interaction with and affection from others

Safety

need for security and stability

Esteem

need for self-esteem and social esteem/status

Need for affiliation (nAff)

need people seek approval from others, conform to their wishes & expectations and avoid conflict & confrontation. -Strong nAff try to project favor images of self. -High nAff work well in roles to mediate conflicts

Measurable

need to be measured because motivation occurs when people have some indication of their progress & achievement of those goals.

Problem with hierarchy model

people have difference needs hierarchies. -employee needs are strongly influenced by self-concept, personal values and personality.

Low (nAch)

perform better when money is used as incentive. Successful entrepreneurs have high nAch

Personalized power

power directed at helping oneself

Socialized power

power directed at helping others

Drive to defend

protect ourselves physically, psychologically, and socially. Probably the first drive to develop, it creates a fight-or-flight response in the face of threat to our physical safety, our possessions, our self-concept, our values, and the well-being of others.

Negative Reinforcement (removal of punishment)

removal or avoidance of a consequence increases or maintains the frequency or future probability of a specific behavior. -manager stop criticizing employees whose substandard performance has improved.

P to O expectancy (performance to outcome)

specific behavior or performance level will lead to a particular outcome.

Extinction

target behavior decreases because no consequence follow -performance declines when manager stop congratulating employee for good work.

Goal setting

the process of motivating employees and clarifying their role perceptions by establishing performance objectives Improve employee performance in 2 ways: 1. amplifying intensity and persistence of effort 2.giving employees clearer role perceptions

Reward inflation

the reinforce is eventually considered an entitlement

Need for power (nPow)

want to exercise control over others and are concerned about maintaining their leadership position.

Punishment

when a consequence decreases frequency or future probability of a specific behavior occuring -demoted or criticized by coworker.