Management Final Ch 12

ERG Theory

3.Existence Needs: needs for physical well being 2.Relatedness Needs: needs for satisfactory relationships with others 1.Growth Needs: needs for personal growth and competence, human potential

Content Theories

A group of theories that emphasize the needs that people are trying to satisfy and the factors in the work environment which satisfy those needs

How can managers use expectancy theory ?

A manager needs to pay attention to each of the key variables in the theory to maintain high motivation E>P - person's expectation that they will be able to perform the job. May need to provide training or coaching to build confidence. P>O - A person is motivated to perform well when he/she is rewarded and recognized by the organization for that performance. Need to identify the rewards that are valued by employees

Job Characteristics Model

A model for job design developed by Richard Hackman and Greg Oldham Looks at factors to consider in designing jobs to improve quality of work experience and job satisfaction. Focuses on three factors: 1. Core Job Dimensions 2. Critical Psychological States 3. Employee growth need Strength

Job Enlargement

A series of tasks are combined into one broader job. Provides task variety and more challenge for employees.

Expectancy Theory

A theory of motivation which focuses on the thought process people use in choosing among alternative courses of action to achieve rewards. Motivation depends on individuals' expectations about their ability to perform tasks and whether or not that performance will result in the desired rewards. Based on the effort, performance, and value we place on the outcome or reward

Content Theories

Stress analysis of the needs of people in understanding motivation - social needs, achievement needs, physical needs

Equity Theory

When the ratios are out of balance, you have a sense of inequity and seek to restore balance.

Extrinsic Rewards

satisfaction given by another person

Intrinsic Rewards

satisfactions a person receives in the process of performing a particular action

What are the 3 Contemporary Motivation Theories

1. Content Theories 2. Process Theories 3. Reinforcement Theories

Examples of Content Theories

1. Maslow's Hierarchy of Needs Theory 2. Alderfer's ERG Theroy 3. Herzberg's Two Factor Theory 4. McClelland's Acquired Needs Theory

Empowerment

Delegating power to subordinates in an organization. A meaningful way to meet higher order needs of employees.

Process Theories

Equity Theory Expectancy Theory Goal Setting Theory

How can equity theory be used in organizations?

Equity theory underscores the importance of perceived equity among employees To keep employees motivated, managers must keep perceptions of equity in balance

Reinforcement Theories

Focus on how people learn desired behaviors; the link between behavior and consequences

Process Theories

Focus on the process of how people select actions to meet their needs

Herzberg's Two Factor Theory

Focused on the work environment. Hygiene factors: conditions surrounding the job such as pay, working conditions, interpersonal relationships. Motivators: factors related to doing the job such as responsibility, recognition, achievement, growth

Equity Theory

Focuses on individuals' perceptions of how fairly they are treated compared with others. We compare our circumstances with others and as a result of the comparison we may be motivated to take action. People know their own inputs (effort, skills, knowledge) to a job and the outcome (salary, promotion, assignments) they receive from their inputs. my outcome/my inputs

Herzberg's Two Factor Theory

Hygiene factors address factors in the job which may result in dissatisfaction - they do not increase motivation. Motivators increase job satisfaction which is then expected to increase performance. The theory has been criticized because job satisfaction and motivation are not the same thing. Difficult to distinguish these variables in research. To increase motivation need to focus on job design - task variety, autonomy, responsibility

Job Enrichment

Incorporates higher level motivators by including job responsibility, recognition and opportunities for development.

Goal Setting Theory

Increase motivation by setting goals. Key components of the theory: Goal specificity Goal difficulty Goal acceptance Feedback

Types of Job Design

Job design applies motivational theories in structuring work tasks in order to increase productivity and job satisfaction. Focuses on task efficiency by reducing the number of tasks any one individual does. Tasks are simple, repetitve and standardized Job simplification does not motivate. It results in routine and boring jobs.

Job Rotation

Jobs are still simple but employees rotate from one job to another. Employees have greater complexity as a result of the increased task variety.

Equity Theory

Methods we use to restore equity in a situation: Change work effort- a person may increase or decrease his/her inputs Change outcomes- a person may attempt to change the outcomes Distort perceptions- people may distort their own inputs ot the perceived inputs or outputs of the other person Leave the job

Motivation Formula

Motivation= Expectancy x Instrumentality x Valence

McClelland's Acquired Needs Theory

Need for Achievement - desire to accomplish something difficult, master complex tasks, and surpass others. Need for Affiliation- desire to form close personal relationships, avoid conflict, and establish warm friendships Need for Power- desire to influence or control others

McClelland's Acquired Needs Theory

Needs are learned and become "predispositions", almost like personality traits. Entrepreneurs are often people with high Need for Achievement Higher level managers are more often people with high Need for Power People with high Need for Affiliation are successful in jobs requiring coordination and people skills

Maslow's Hierarchy of Needs Theory

People are motivated to satisfy basic needs first (physiological) - do not consider higher order needs until those are satisfied Once the needs of one level are satisfied, you move to next higher level Once a need is satisfied, it is no longer a motivator unless there is a threat that it will be taken away Researchers have found it difficult to verify the model in organizational settings

Equity Theory

People compare their own ratio of inputs to outcomes to the ratios of other relevant people (co-worker or colleagues) When the ratios are equal, you have a sense of equity and of being fairly treated (my outcome/ my inputs = other's outcome/ other's inputs )= EQuity

Empowering Employees to Meet Higher Needs

Provide information about company performance. Assist employees to acquire knowledge and skills to contribute to organizational goals. Give employees the power to make substantive decisions. Reward employees based on company performance.

Motivation

Refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.

Reinforcement Perspective on Motivation

Reinforcement theory does not attempt to explain needs or the thinking processes in motivation. It simply looks at the relationship between behavior and its consequences. Reinforcement is defined as anything which results in a specific behavior being repeated or inhibited.

Expectancy Theory

The degree of motivation a person has to take action is expressed along a continuum from 0 to 1.0 The higher the motivation, the more likely the person is to take action. The multiplication terms in the equation reflect the importance of a "no" answer to any of the 3 components - motivation can be "shut down"

ERG Theory

Unlike Maslow, different levels of needs can be active at the same time. Can begin to move toward next level even though lower level is not completely satisfied. Frustration regression principle - if you are blocked from achieving next level needed, may go back and focus on lower level