MGT Chapter 12: Motivating Employees

motivators

influences job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, work itself, opportunities for personal growth influence level of satisfaction ---> area of satisfaction

goal acceptance

means that employees have to "buy into" the goals and be committed to them. Having people participate in setting goals is a good way to increase acceptance and commitment

Feedback

means that people get information about how well they are doing in progressing toward goal achievement. It is important for managers to provide performance feedback on a regular, ongoing basis.

Maslow's Hierarchy of Needs

proposes that people are motivated by five categories of needs—physiological, safety, belongingness, esteem, and self-actualization—that exist in a hierarchical order

goal-setting theory

proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement enhance performance/motivation by setting goals and providing timely feedback Key Components: - Goal specificity - Goal Difficulty - Goal Acceptance - Feedback

social learning theory

related to the reinforcement perspective, but it proposes that an individual's motivation can result not just from direct experience of rewards and punishments but also from the person's observations of other people's behavior

team-based compensation

rewards employees for behavior and activities that benefit the team, such as cooperation, listening, and empowering others

lifestyle awards

rewards employees for meeting ambitious goals with luxury items, such as tickets to big-name sporting events or exotic travel

Lump-sum bonuses

rewards employees with a one-time cash payment based on performance

positive reinforcement

the administration of a pleasant and rewarding consequence following a desired behavior. Research shows that __________ _________________ does help motivate desired behaviors.

job design

the application of motivational theories to the structure of work for improving productivity and satisfaction - job rotation - job enlargement - job enrichment

motivation

the arousal of enthusiasm and persistence to pursue a certain course of action Employee ___________ affects productivity, and part of the manager's job is to channel ____________ toward the accomplishment of organizational goals

task identity

the degree to which an employee performs a total job with a recognizable beginning and ending. A chef who prepares an entire meal has more task identity than a worker on a cafeteria line who ladles mashed potatoes.

Task significance

the degree to which the job is perceived as important and having an impact on the company or consumers. People who distribute penicillin and other medical supplies during times of emergencies would feel that they have significant jobs.

E-P Expectancy

the expectancy that putting effort into a given task will lead to high performance

punishment

the imposition of unpleasant outcomes on an employee, typically occurring after undesirable behavior

Relatedness needs

the needs for satisfactory relationships with others

Avoidance Learning

the removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior. Managers apply avoidance learning, called negative reinforcement, when they remove an unpleasant consequence once a behavior is improved.

intrinsic rewards

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

Behavior Modification

the set of techniques by which reinforcement theory is used to modify human behavior

extinction

the withholding of a positive reward. Whereas with punishment, the supervisor imposes an unpleasant outcome such as a reprimand, ___________ involves withholding praise or other positive outcomes

ESOP

Employee Stock Ownership Plan Gives employees part ownership of the organization, enabling them to share in improved profit performance

Negative Approach (1)

1st category of motives managers can use Top left: Pain/Fear, Extrinsic Threats and punishments

Negative Approach (2)

2nd category of motives managers can use Bottom left: Pain/Fear, intrinsic Tap into self-doubts

Positive Approach (3)

3rd category of motives managers can use Top right: Pleasure/Growth, Extrinsic Rewards such as pay raises, bonuses, praise

Positive Approach (4)

4th category of motives managers can use Bottom right: Pleasure/Growth, Intrinsic Help people enjoy their work, get sense of accomplishment

Change Outcomes

A person may change his or her outcomes. An underpaid person may request a salary increase or a bigger office. A union may try to improve wages and working conditions to be consistent with a comparable union whose members make more money.

change work effort

A person may choose to increase or decrease his or her inputs to the organization. Individuals who believe that they are underpaid may reduce their level of effort or increase their absenteeism. Overpaid people may increase their effort on the job

Motives

Categories

Need

Creates desire to fulfill needs (money, friendship, recognition, achievement)

intrinsic, extrinsic

Forces either _______ or ________ to a person arouse enthusiasm and persistence

engagement

Giving Meaning to Work through ______________: Instill a sense of support and meaning help employees develop positive relationships with colleagues and supervisors focus on learning, contribution, and growth

various types, desired behavior

Innovative Ideas for Motivating: Organizations are using _________ _______ of incentive compensation to motivate employees to higher levels of performance variable compensation is a key motivational tool Incentive plans can backfire Incentives should reward the ________ __________

Leave the job

People who feel inequitably treated may decide to ______ ____ _____ rather than suffer the inequity of being underpaid or overpaid. In their new jobs, they expect to find a more favorable balance of rewards.

Change Perception

Research suggests that people may change perceptions of equity if they are unable to change inputs or outcomes. They may increase the status attached to their jobs artificially or distort others' perceived rewards to bring equity into balance.

Behavior

Results in actions to fulfill needs

Feedback

Reward informs person whether behavior was appropriate and should be used again

Rewards

Satisfy needs; intrinsic or extrinsic rewards

Need for achievement

The desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others

Existence Needs

The needs for physical well-being

Valence

The value of outcomes (rewards) to the individual. the value or attraction an individual has for an outcome

Feedback

This is the extent to which doing the job provides feedback to the employee about his or her performance. Jobs vary in their ability to let workers see the outcomes of their efforts. A football coach knows whether the team won or lost, but a basic research scientist may have to wait years to learn whether her research project was successful.

flexible work

_________ ______ schedule and arrangements: Flextime allows workers to set their own hours Job sharing allows two or more part-time workers to jointly cover one job Telecommuting, sometimes called flex-place, allows employees to work from home or an alternative workplace

ERG Theory

a modification of the needs hierarchy and proposes three categories of needs: existence, relatedness, and growth

variable compensation

and forms of "at risk" pay such as bonus plans are key motivational tools that are becoming more common than fixed salaries at many companies.

reinforcement

anything that causes a certain behavior to be repeated or inhibited REVIEW SLIDE 19 ON CH 11 PPT

law of effect

behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated

Job enlargement

combine a series of small tasks into one new, broader job so that people perform a variety of activities

core job dimensions

dimensions that determine a job's motivational potential - Skill variety - Task Identity - Task significance - Autonomy - Feedback Based on: - Critical psychological stated - Personal and work outcomes - Employee Growth-Need Strength

Content Theories

emphasize the needs that motivate people needs motivate people needs translate into an internal drive that motivates behavior people have a variety of needs

performance

employees are rewarded based on company _____________ Organizations that empower workers often reward them based on the results shown in the company's bottom line.

Frustration-Regression Principle

failure to meet a high-order need may trigger a regression to an already fulfilled lower-order need. Thus, a worker who cannot fulfill a need for personal growth may revert to a lower-order need and redirect his or her efforts toward making a lot of money.

Equity Theory

focuses on individuals' perceptions of how fairly they are treated relative to others individual perceptions of fairness

extrinsic rewards

given by another person, typically a manager, and include promotions, praise, and pay increases. They originate externally, as a result of pleasing others.

backfire

incentive plans can ________: they should be combined with motivational ideas and intrinsic rewards and meeting higher-level needs

Process Theories

including goal-setting theory, equity theory, and expectancy theory, explain how people select behaviors with which to meet their needs and determine whether their choices were successful

Job enrichment

incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into the work

pay for knowledge

links employee salary with the number of task skills acquired. Workers are motivated to learn the skills for many jobs, thus increasing company flexibility and efficiency

reinforcement theory

looks at the relationship between behavior and its consequences. It focuses on changing or modifying employees' on-the-job behavior through the appropriate use of immediate rewards and punishments

Expectancy Theory

motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards E-->P P--> O Valence

job rotation

move employees systematically from one job to another to provide variety and stimulation

inequity

occurs when the input-to-outcome ratios are out of balance

vicarious learning

or observational learning, occurs when an individual sees others perform certain behaviors and get rewarded for them Managers can enhance an individual's motivation to perform desired behaviors by ensuring that the individual: 1. has a chance to observe the desirable behaviors, 2. accurately perceives the behaviors, 3. remembers the behaviors, 4. has the necessary skills to perform the behaviors, and 5. sees that the behaviors are rewarded by the organization

empowerment

practice of sharing information, rewards, and power with employees, facilitating rather than controlling employees, so that they can take initiative and make decisions to solve problems and improve service and performance

Acquired Needs

proposes that certain types of needs are acquired during the individual's lifetime. In other words, people are not born with these needs but may learn them through their life experiences. The three needs most frequently studied are: 1. Need for achievement 2. Need for affiliation 3. Need for power

Goal Specificity

refers to the degree to which goals are concrete and unambiguous. A lack of clear, specific goals is cited as a major cause of the failure of pay-for-performance incentive plans in many organizations. Vague goals can be frustrating for employees.

autonomy

the degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks. A house painter can determine how to paint the house; a paint sprayer on an assembly line has little autonomy.

P-O Expectancy

the expectancy that high performance of a task will lead to the desired outcome

Need for affiliation

The desire to form close personal relationships, avoid conflict, and establish warm friendships

Need for power

The desire to influence or control others, be responsible for others, and have authority over others

Herzberg's Two-Factor Theory

Herzberg interviewed hundreds of workers about times when they were highly motivated to work and other times when they were dissatisfied and unmotivated. His findings suggested that the work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction, which prompted the notion that two factors influence work motivation. REVIEW SLIDE 9 ON CH 11 PPT

needs, reward

If managers understand employees' _____, they can design appropriate ______ systems.

Gain sharing

Rewards all employees and managers within a business unit when predetermined performance targets are met. Encourages teamwork.

Pay for Performance

Rewards individual employees in proportion to their performance contributions. Also called merit pay.

Growth needs

The needs that focus on the development of human potential and the desire for personal growth and increased competence

Physiological needs

These most basic human physical needs include food, water, and oxygen. In the organizational setting, they are reflected in the needs for adequate heat, air, and base salary to ensure survival

safety needs

These needs include a safe and secure physical and emotional environment and freedom from threats—that is, for freedom from violence and for an orderly society. In the workplace, ________ ______ reflect the needs for safe jobs, fringe benefits, and job security

Self Actualization Needs

These needs include the need for self-fulfillment, which is the highest need category. They concern developing one's full potential, increasing one's competence, and becoming a better person. ____- _____________ ______ can be met in the organization by providing people with opportunities to grow, be creative, and acquire training for challenging assignments and advancement

belongingness needs

These needs reflect the desire to be accepted by one's peers, have friendships, be part of a group, and be loved. In the organization, these needs influence the desire for good relationships with coworkers, participation in a work group, and a positive relationship with supervisors.

Esteem Needs

These needs relate to the desire for a positive self-image and to receive attention, recognition, and appreciation from others. Within organizations, _______ ______ reflect a motivation for recognition, an increase in responsibility, high status, and credit for contributions to the organization

skill variety

This is the number of diverse activities that compose a job and the number of skills used to perform it. A routine, repetitious assembly-line job is low in variety, whereas an applied research position that involves working on new problems every day is high in variety.

perceived inequity

___________ __________ can be reduced by: - changing work effort - changing outcomes - changing perception - leaving the job

job characteristics model

a model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength REVIEW SLIDE 22 ON CH 11 PPT

knowledge, skills, contribute

employees have __________ and ________ to __________ to company goals Companies use training programs and other development tools to help people acquire the ___________ and ________ that they need to ____________ to organizational performance.

power, decisions

employees have the ______ to make substance ___________ Empowered employees have the authority to influence work procedures and organizational performance directly, such as through quality circles or self-directed work teams.

information

employees receive ___________ about company performance In companies where employees are fully empowered, all employees have access to all financial and operational ___________.

hygiene factors

focuses on lower-level needs and involves the presence or absence of job dissatisfiers, including working conditions, pay, company policies, supervisors, interpersonal relationships influence level of dissatisfaction ---> area of dissatisfaction

Goal difficulty

hard goals are more motivating than easy ones. Easy goals provide little challenge for employees and don't require them to increase their output. Highly ambitious but achievable goals ask people to stretch their abilities and provide a basis for greater feelings of accomplishment and personal effectiveness.

self-feedback

where people are able to monitor their own progress toward a goal has been found to be an even stronger motivator than external feedback.