Management: Motivating Employees

Job Enrichment

Vertical expansion of a job by adding planning and evaluation of responsibilities -Allows workers to do an entire activity with increased freedom, independence and responsibility

Redesigning Job Design Approaches -High involvement work practices

a.k.a. Employee empowerment Designed to elicit greater input or involvement from workers Level of employee proactivity is believed to increase as employees become more involved in decisions that affect their work

Current Issues In motivation: -Professionals

-Chief reward is work itself Value support Want others to think their work is important Tend to focus on their work as central life interest

Job Characteristics Model -Task Signifance

-Degree to which a job has substantial impact on the lives or work of other people

Job Characteristics Model -Autonomy

-Degree to which a job provides substantial freedom, indpedence, and discretion to the individual in scheduling the work and determing the procedures to be used in carrying it out

Job Characteristics Model -Skill Variety

-Degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents

McCellands Acquired Three-Needs Theory -Need for affiliation(nAff)

-Desire for friendly and close interpersonal relationships

Herzberg's Two Factory Theory -Hygiene Factors

-Extrinsic (job context) factors -Associated with job satisfaction -Removing dissatisfying characteristics from a job would 1.Eliminate Job dissatisfaction 2.NOT Motivate EX: supervision, company policy, relationship with supervisor, working conditions, salary, personal life, status, security

Job Enlargement

-Horizontal expansion of a job that occurs as a result of increasing job scope Example: Dental hygienist's job Cleaning teeth, pulling and re-filing patients' files, and sanitizing and storing dental instruments

McGregor's Theory X and Y -Theory X

-Negative view of people -Assumes that employees lack ambition, dislike work, are lazy, void responisbility, and must be closely controlled and coerced to perform

Rewards Programs

-Open book management= financial statements shared with employees -Employee recognition programs -Pay for performance programs

Current Issues In motivation: -Motivating Contingent (involuntarily temporary)Workers

-Oppurtunity to become permanent employee -Oppurtunity for training -Equity in compensation and benefits

Expectancy Theory: 3 variables -Expectancy

-Perception that exerting a given amount of effort will lead to a certain level of performance -Effort leads to performance

McGregor's Theory X and Y -Theory Y

-Positive view of people -Assumes that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

Goal Setting Theory

-Proposes that intention to work toward hard and specific goals is a powerful motivating force -Specific goals increase performance

4 types of reinforcement -Punishment

-Provide negative outcomes when undesired behavior is performed -Traffic ticket for speeding

4 types of reinforcement -Positive Reinforcement

-Provide postive outcomes when desired behavior is performed -Pizza for reading books

Schedules of Reinforcement -Variable

-Reinforcement given after several ocurences of behavior but number differs each time -Behaviors less prone to extinction -Las vegas slot machines

Schedules of Reinforcement -Continuous

-Reinforcement given for each occurence of behavior

Schedules of Reinforcement -Fixed

-Reinforcement given when behavior takes place given number of times -Learn behavior quickly and exhibit behavior often

Schedules of Reinforcement -Interval schedules

-Reinforcement is linked to time intervals rather than frequency of desired behavior

4 types of reinforcement -Negative Reinforcement

-Remove negative consequences when desired behavior is performed -Buzzing noise stops when seat belt is worn

4 types of reinforcement -Extinction

-Remove positive outcomes when desired behavior is performed so that it is less likely to be performed -No longer offering $$ for suggestions to improve workplace safety

Job Specialization of early 20th century resulted in what

-Resulted in narrowly defined jobs -procuded many drawbacks

What did McGregor Propose?

-Theory y should guide management practice -Employee motivation is maximized by -Participation in decision making -Responsible and Challenging jobs -Good Group Relations

Current Issues In motivation: -Motivating low skilled, minimum wage employees

Employee recognition programs Provision of sincere praice

Redesigning Job Design Approaches -Proactive perspective of work design

Employees take the initiative to change how their work is performed Much more involved in decisions and actions that affect their work Important job design factors include: Autonomy Amount of ambiguity and accountability Job complexity Level of stressors Social or relationship context Each of these has been shown to influence employee proactive behavior

Inequity Situations -Overreward

Guilt or anxiety Higher productivity, improved quality of output

Current Issues In motivation: -Non Professionals

Have other interest outside of work that compensate for needs not met on the job

Inequity Situations -Underreward

-Anger or resentment -Lower productivity, reduced quality of ouput, increased abseenteeism, voluntary resignation

Managers should design jobs deliberately and thoughfully to reflect the demand of:

-Changing Environment -Organizations technology -Employees skills, preferences

Job Characteristics Model -What is it?

Although many organizations implemented job enlargement and job enrichment programs and experienced mixed results, neither approach provided an effective framework for managers to design motivating jobs

Expectancy Theory: 3 variables -Valence

Attractiveness/importance of outcome/reward Considers both goals and needs of the individual

Job Depth

Degree of control employees have over their work -Employees are empowered to assume some of the tasks typically done by managers

Job Characteristics Model -Task Identity

Degree to which a job requires completion of a whole and identifiable piece of work

Job Characteristics Model -Feedback

Degree to which doing work activities required by a job results in an individual obtaining direct and clear information about the effectiveness of his or her performance

Current issue with Motivation

Economic recession difficult for many organizations Layoffs, tight budgets, minimal/no pay raises, benefit cuts, no bonuses, long hours doing the work of those who had been laid off Employee confidence, optimism, and job engagement plummeted Difficult for managers to keep employees motivated

Redesigning Job Design Approaches -Relational Perspective of work Design

Focuses on how people's tasks and jobs are increasingly based on social relationships Today, employees have more interactions and interdependence with coworkers and others both inside and outside the organization Rely more and more on those around them for information, advice, and assistance Managers need to look at important components of employee relationships such as: Access to and level of social support in an organization Types of interactions outside an organization Amount of task interdependence Interpersonal feedback

McCellands Acquired Three-Needs Theory -Best Managers do what

High need for power Low need for affiliation

Reinforcement Theory

Ignores goals, expectations, and needs -focuses solely on what happens to a person when he or she does something -Proposes that behavior is a function of its consequences -Consequences that immediately follow a behavior and increase the probability that the behavior will be repeated are called REINFORCErs

Self-Efficacy

Individuals belief that he or she is capable of performing a task

Herzberg's Two Factory Theory -Motivators

Intrinsic (job content) factors Increase Job Satisfaction and Motivations EX:Achievement, recognition, responsibility, growth

Schedules of Reinforcement -Ratio Schedules

Link reinforcement to number of times the desired behavior takes place

McCellands Acquired Three-Needs Theory -Need for power(nPow)

Need to make others behave in a way that they would not have behaved otherwise

Inequity Situations -Referants

Other persons, systems, or selves inviduals compare themselves against in order to assess equity

Expectancy Theory: 3 variables -Instrumentality

Perception that particular level of performance will result in attaining a desired outcome (reward) -Performance leads to outcome -Degree to whcih individuals believes performing at particular level is instrumental in attaining desired outcome

What is Motivation

Process by which a person's efforts are engergized, directed, and sustainted toward attaing a goal -Energy= measure of intensity, drive and vigor -Effort-is channeled in a direction that benefits the organization -We want employees to persist in putting forth effort to achieve those goals

McCellands Acquired Three-Needs Theory -What did it propose?

Proposed three acquired (non-innate) needs are major motives in work Need for achievement (nAch) Drive to succeed and excel in relation to a set of standards People with high Ach Strive for personal achievement Not for trappings and rewards of success Have desire to do something better or more efficiently than it's been done before

Equity Theory

Proposes that employees compare what they get from a job(outcomes) in relation to what they put into it (inputs) -Employees then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others

Herzberg's Two-Factor Theory

Proposes that: The opposite of satisfaction was not dissatisfaction Different factors are responsible for causing dissatisfaction and satisfaction Existence of a dual continuum The opposite of "satisfaction" is "no satisfaction," and the opposite of "dissatisfaction" is "no dissatisfaction.

What is the best known reinforcement theory?

Skinner's Operant Conditioning is the best known reinforcement theory