MGMT 320 1st Edition Lecture 23Outline of Last Lecture I. MotivationII. Theoretical perspectivesOutline of Current Lecture I. Theoretical perspectives continuedCurrent Lecture1. Theoretical perspectivesa. Content theories i. Focus on needs that are internalized & these simulate behaviorii. Refer to notes on March 13iii. Job enrichment1. Aka vertical job loading2. Steps to enrich a joba. Remove some controls while still maintaining accountability b. Increase the individuals self-accountability c. Give the individual a complete “natural unit of work”d. Introduce new & difficult tasks (known as job loading)e. Assign specific & specialized tasksiv. McClelland’s acquired needs theory1. People acquire needs during their life & they are motivated by work that gives them satisfaction of their dominant need2. Types of acquired needsa. Need for poweri. Influence othersii. Control decisions iii. CompeteThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.iv. Have responsibility b. Need for achievementi. Seek independence ii. Personal accomplishmentc. Need for affiliationi. Seek harmony ii. Pleasant group work environment3. A person’s dominant need predicts what sort of job willgive them satisfaction4. Putting a person in a job that gives them satisfaction creates motivation v. Other content theories focus on job design b. Process theoriesi. Examine employee behavior in terms of job satisfaction related to perceived rewards ( or lack of) that simulate behaviorii. Expectancy theory1. Decisions are based on a conscious evaluation of expected behaviors & desired outcomes2. Variables that determine motivationa. Expectancy: confidence in ability to perform effectively b. Instrumentality: confidence that if performance is effective, rewards will be appropriatec. Valance: the value of the perceived reward3. An individual is motivated by the lowest variable4. to apply, managers must:a. Determine desired outcomes & rewardsb. make sure levels of performance are attainablec. make sure rewards are perceived as large enough by employees d. Link rewards to performancee. Check for system equity (between employees getting different rewards and those getting like rewards)c. Reinforcement theories1. Operant conditioning: people learn consequences that are related to certain behaviors. They will act in ways to control future
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