MGMT Chapter 18 - PPT

equity theory

people will compare their circumstances with those of similar others and that this behavior motivates them to seek fairness in the way they are rewarded for performance - key to all comparisons is perception (outcome/input ratios)

expectancy

perceived relationship between effort and performance - when strong, employees believe that their hard work and efforts will result in good performance, so they work harder - when weak, employees figure that no matter what they do or how hard they work, they won't be able to perform their jobs successfully, so they don't work as hard

instrumentality

perceived relationship between performance and rewards - when strong, employees believe that improved performance will lead to better and more rewards, so they choose to work harder - when weak, employees don't believe that better performance will result in more or better rewards, so they choose not to work as hard

socialez power-oriented managers

persuade people, provide advice, coaching and support, generate strong positive emotions in others, maintain their reputations inside and outside the organization (complex organizations, bureaucracies)

excessive risk taking increased stress goals as ceilings rather than floors ignoring nongoal areas short-range thinking dishonesty and cheating

potential solutions to each pitfall: - specify acceptable risk levels and consequences for moving beyond these levels - ensure that employees have skills, provide training - recalibrate goals as part of an ongoing process; reward overachievement when it is properly aligned - make sure goals are comprehensive - connect goals to broader mission of organization - set an example of honesty and punish dishonesty

positive reinforcement, negative reinforcement punishment, extinction

reinforcement theory +? -?

physiological needs

required for survival - food, water, shelter, oxygen (salary)

safety needs

secure and protected physical and emotional environment (job security)

esteem needs

self-image, self-confidence, achievement, and respect (recognition and rewards)

goal-setting theory

setting goals that are difficult, but achievable, is a significant motivator of performance, provided the goals are accepted by the employee - direct attention towards goal-relevant activities - may employees want to work harder - tight deadlines lead to a more rapid work pace - people use prior knowledge and apply them to meet new goals

content theories of motivation

study of incentives and needs that motivate people to perform in a certain way - hierarchy of needs theory - ERG theory - two-factor theory - acquired needs theory - four-drive theory

strengths triggers style

tailoring opportunities and rewards that accentuate employee strengths, requires determining: - individual ______ - ______ that activate those strengths - individual learning _______

self-efficacy

the belief that one has the capabilities to accomplish organizational goals enhanced when employees are: - encouraged to expand their repertoire of skills - given opportunities to grow and develop in the organization grows when individuals complete more complex tasks

motivation

the desire, stimulus, or incentive to pursue a particular course of action

expectancy theory

the theory that people will be motivated to the extent to which they believe that their efforts will: 1. lead to good performance 2. that good performance will be rewarded 3. the rewards will be attractive to them

motivation

valence x expectancy x instrumentality OR effort x performance x reward

inputs outcomes outcomes referent leave

when people perceive that they have been treated inequitably, they may... - decrease or withhold ____ - increase ____ - rationalize or distort inputs to _____ - change the _____ - _____

process theories of motivation

why do people behave in certain ways to satisfy their needs and how do they evaluate their overall level of satisfaction after they have attempted to fulfill their needs - goal-setting theory - expectancy theory - equity theory

theory y manager

- believes employees are not slackers but are motivated to do their best and to work to their potential - more inclined to use participatory rather than command-and-control styles of leadership - delegate more freely and believe that with increased autonomy and responsibility, employees will rise to the occasion - seek consensus and try to create an open atmosphere where employees are free to experiment and innovate

theory x manager

- believes employees inherently dislike work and need to constantly monitored and evaluated to ensure that they do what is expected - assumes that left to their own devices, employees will do the bare minimum to survive - use fear, intimidation, and threats of punishment to drive motivation - generally believes employees are principally motivated by extrinsic rewards, especially compensation

daniel pink's three intrinsic motivational factors

3 factors lead to better employee performance, higher employee engagement, and higher employee personal satisfaction: 1. autonomy - to be self-directed 2. mastery - desire to get better at the things we do 3. purpose - having some transcendent purpose beyond pure profit

Alderfer's ERG Theory

Individuals are motivated by three primary needs: existence (basic physical needs), relatedness (connection with others), and growth (personal development)

specific measureable attainable relevant timebound

SMART Goals

punishment

act of presenting an aversive stimulus in response to an undesired behavior

negative reinforcement

act of removing an aversive condition in response to a desired behavior

positive reinforcement

act of rewarding a desired behavior

belongingness needs

affiliation such as family, friendships, and intimacy (inclusion and acceptance)

intrinsic reward

associated with "doing the job," include interesting and challenging work, self-direction and responsibility, variety, opportunities to use one's skills and abilities, and sufficient feedback regarding one's efforts (challenge, learning/mastery, variety, significance, autonomy)

financial turnover morale

benefits of employee engagement: - stronger ______ performance - lower employee ______ - increased employee ______

theory of operant conditioning

both positive and negative reinforcement increase behavior while punishment and extinction decrease behavior

decision making sharing development rewards

characteristic of organizations with high employee engagement: - participative _________ - information _______ - training and ________ - performance-based outcomes or ________

hygiene factors

comprise the makeup of the work environment and are a potential source of dissatisfaction (physiological needs, safety needs, belongingness needs) - ex: salary, security, work conditions

Herzberg's Two-Factor Theory

conditions that simultaneously act as drivers of satisfaction and dissatisfaction are: hygiene factors and motivators

self-actualization

desire to grow and develop into the best person he or she can be (job autonomy)

motivators

direct consequences of doing the job and the primary cause of satisfaction on the job - ex: achievement, recognition, challenge

theory x managers theory y managers

douglas mcgregor identified two fundamentally different approaches to management:

other's salary/degree other's outcome/inputs

equity exists if: - my salary/degree = - my outcome/inputs

affiliation-oriented managers

establish, restore, or maintain warm relationships, want to be liked and accepted, participate in group activities, socialize (service management, human resources)

effort to performance expectancy

evaluation of whether putting in effort will lead to high performance

performance to outcome expectancy

evaluation of whether successful performance will lead to a desired reward

valance

evaluation of whether the available outcomes are attractive

reinforcement theory

explains that both positive and negative reinforcements can induce certain behaviors

extrinsic rewards

facilitate or motivate task performance that include pay, promotions, fringe benefits, and job security (pay, status, perks, recognition, impact) may retard performance for right-brain critical thinking type tasks

challenging accepts participatively public support

gaining goal commitment/acceptance: - employees should have specific, ______ goals - but a manager needs to assure than employee truly ____ a goal, by: 1. setting goals ______ 2. making the goal ____ 3. obtaining top management's ______

extinction

idea that a behavior stops because it has ceased to be rewarded or punished

values behavior performance outcomes conflicts

increase the impact of expectancy theory: - determine what rewards each employee ______ - be clear about what _____ the organization expects - ensure that desired levels of ______ are challenging yet achievable - link desired ____ to desired performances - analyze situations for potential ______

acquired needs theory

individuals are driven or motivated by three types of needs: - need for achievement - need for affiliation - need for power

maslow's hierarchy of needs theory

individuals have multiple needs that must be fulfilled in a specific hierarchical order to ensure the greatest level of satisfaction

achievement-oriented managers

meet or surpass self-imposed goals, accomplish something new, plan long-term career advancement, outperform others (entrepreneurial ventures)

need for affiliation

need to interact, socialize, and develop friendships

need for power

need to seek opportunities for personal aggrandizement (personalized power) or to make an impact on and influence others (socialized power)

need for achievement

need to set, meet, and exceed goals