Chapter 13 Motivation I Basics of Motivation the set of forces that initiates directs and makes people persists in their efforts to accomplish their goals a Effort and Performance i Performance Motivation Ability Situational Constraints b Need Satisfaction i Needs are the basic motivator i Extrrinsic Rewards c Rewards a reward that is tangibnle visible to others and given to employees contingent on the performance of specific tasks or behaviors 1 managers control the amount flow and frequency of rewards ii Intrinsic Rewards task or activity for its own sake a neutral reward associated with performing a 1 feeling a sense of accomplishment states that people will be motivated when they perceive that they are II Equity Theory being treated fairly a Components of Equity Theory iii Referents the contributions wmployees make to an organization the rewards the employees receive for their Inputs i ii Outcomes contributions to the organization determine if they have been treated fairly rewards received from an organization compare with the employees contribution to that organization others with whom people compare themselves to iv Outcome Income O I Ratio an employees perception of how the 1 Make internal and External comparisons 2 Underrewarded a form of inequality in which you are getting fewer outcomes relative to inputs than your referent is getting a O I Ratio is less than your referents O I Ratio 3 Overrewarded relative to inputs than your referent occurs when you are getting more outcomes a O I Ratio is more tan your referents O I Ratio b Motivating with Eq Theory i Correcting major inequalities ii Employee input iii Make decision making fair III Expectancy theory their efforts will lead to good performance That good performance will be rewarded and they will be offered attractive rewards people will be motivated to the extent to which they believe that a Components i Valence the attractivness or desirability of a reward or outcome ii Expectancy performance Instrumentality and rewards iii the perceived relationship between effort and the perceived relationship between performance b Motivation Valence Expectancy Instrumentality c Moticating with Expectancy Theory i What do employees want ii Link rewards to performance in a way that is clear and understandable iii Empower employees IV Reinforcement Theory occur more frequently and that behaviors followed negative consequencies or not followed by positive consequences will occur less frequently states that behavior is a function of its consequences will a Reinforcement consequences that follow behavior is the process of changing behavior by changing the b Components ii Schedule of Reinforcement i Reinforcement Contingencies are the cause and effect relationships between the performance of specific behaviors and specific consequences reinforcement contingiences that specifies which behaviors which behaviors will be reinforced which consequencies will follow those behaviors and the schedule by which those consequences will be delivered is the set of rules regarding ii Negative Reinforcement i Positive Reinforcement reinforcement that strengthens behavior by reinforcement that strengthens behavior following behaviors with desirable consequences by withholding an unpleasant consequence when employees perform a specific behavior behaviors with undesirable consequences previously reinforced behavior thus weakening this behavior reinforcent that weakens behavior by following positive consequences is no longer allowed to follow a iii Punishment iv Extinction c Schedule for delivering i Countinious reinforcement ii Intermittent reinforcement iii Fixed interval schedule iv Variable interval reinforcement schedule v Fixed ratio reinforcement vi Variable ratio reinforcement V Goal Setting theory states that people will be motivated to the extent to which they accept specific challenging goals and receive feedback that indicates their progress toward goal achievement a Goal Specifitity b Goal Acceptance agree to goals having goals that have measurable benchmarks the extent to which people consciously understand and c Performance Feedback performances that indicate whether progress is being made toward the accomplishment of a goal info about the quality or quantity of past d Motivating with Goal stting theory i Assign people goals to accomplish ii Make workers accept organizational goals iii Managers should provide frequent specific performance related feednback
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