MGMT 3000 1st EditionFinal Exam Study Guide Lectures: 23 -33Lecture 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 (achievementand 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 workand effort will lead to good performance What is Reinforcement Theory? Reinforcement is the process of changing behavior by changing the consequences that follow behaviorReinforcement 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 whichthose 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