MGMT 3000 1st Edition Final Exam Study Guide Lectures 23 33 Lecture 23 March 27 What is motivation Motivation is the set of forces that initiates directs and makes people persist in their efforts to accomplish a goal Initiation of effort is concerned with the choices that people make about how much effort to put forth in their jobs Direction of effort is concerned with the choices that people make in deciding where to put forth effort in their jobs Initiation Direction and Persistence of effort lead to performance Job Performance Motivation X Ability X Situational constraints Motivation is effort degree to which someone works hard to do the job well Ability is the degree to which someone has the skills knowledge and talent needed to do the job Situational constraints are the factors beyond control of employees that have affect on job performance What is the Need Satisfaction theory state Needs are physical psychological requirements that must be met for survival and well being Unmet needs create uncomfortable internal state of tension that must be resolving Once a need is met then the motivation is gone Theories for Needs 1 Maslow s Hierarchy of Needs suggests that people are motivated by physiological food and water safety physical and economic belongingness friendship love social interaction esteem achievement and recognition and self actualization realizing your full potential needs 2 Alderfer s ERG Theory collapses Maslow s five needs into three existence safety and physiological needs relatedness belongingness and growth esteem and self actualization People can be motivated by more than one need at a time 3 McClelland s Learned Needs Theory suggests that people are motivated by the need for affiliation to be liked and accepted the need for achievement to accomplish challenging goals or the need for power to influence others The degree to which particular needs motivate varies from person to person Higher order needs will not motivate as long as lower order needs remain unmet What are the different types of rewards Extrinsic rewards tangible and visible to others and are given to employees contingent on performance of specific tasks or behaviors Intrinsic rewards Natural rewards associated with performing task or activity Managers can take several practical steps to motivate employees Start by asking people what their needs are Satisfy lower order needs first Expect peoples needs to change As needs change and lower order needs are satisfied create opportunities for employees to satisfy higher order needs What does Equity Theory state Outcome Self Input self Outcomes refrent Inputs refrent Inputs contributions employees make to organization Outcomes What employees receive in exchange for their contribution Referents others with whom people compare themselves to determine if they have been treated fairly Inequity Under reward getting fewer outcomes relative to the referent Over reward Getting more outcomes relative to inputs than the referent When people perceive that they have been treated inequitably they may Decrease or withhold inputs Increase outcomes Rationalize or distort inputs to outcomes Change the referent Leave Lecture 24 March 30 What is Pink s theory Pink s Theory Extrinsic rewards cannot improve performance in right brained activities complex tasks Financial Rewards works well in Manufacturing jobs Specialized routine jobs 3 factor s lead to better employee performance and satisfaction 1 Autonomy To be self directed 2 Mastery Desire to get better at things we do 3 Purpose having a purpose to do the job How do managers motivate with Equity Theory Managers can take several steps to motivate employees with equity theory Look for and correct inequities Reduce employee s inputs Make sure decision making is fair make sure it is transparent Distributive justice degree to which outcomes and rewards are fairly distributed or allocated Procedural justice fairness of procedures used to make reward allocation Explain Expectancy theory My motivation is a function of what I expect I can get for my input The theory that people will be motivated to the extent to which they believe that their efforts will 1 Will my work lead to good performance 2 If it does lead to good performance Will it be rewarded 2 Will the rewards be attractive to me Motivation Valance X Expectancy X Instrumentality Valance the attractiveness or desirability of various rewards or outcomes Ex Promotions Can be different for different people Expectancy relationship between effort and performance If I work hard will I succeed If strong hard work will result in good performance so they work hard Instrumentality Relationship between higher performance and whatever reward is being offered If strong Employees will believe that improved performance will lead to more rewards so they will work harder Opposite for weak instrumentality Motivating with expectancy Theory Gather information to find out what employees want from their jobs Take specific steps to link rewards to individual performance in clear and understandable way Empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance What is Reinforcement Theory Reinforcement is the process of changing behavior by changing the consequences that follow behavior Reinforcement contingencies are the cause and effect relationships between the performance of specific behaviors and specific consequences A schedule of reinforcement is the set of rules regarding reinforcement contingencies such as which behaviors will be reinforced which consequences will follow those behaviors and the schedule by which those consequences will be delivered Types of reinforcement contingencies 1 Positive Reinforcement strengthens behavior i e increases its frequency by following behaviors with desirable consequences 2 Negative reinforcement strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior Negative reinforcement is also called avoidance learning because workers perform a behavior to avoid a negative consequence a Ex If engineers make a mistake then they are required to go to the call center and answer the public s troubleshooting problems 3 Punishment weakens behavior i e decreases its frequency by following behaviors with undesirable consequences a If lawyers did not get their time sheets in on time then they would face a penalty 4 Extinction is a