Motivation What It Is Why is it Important Chapter 12 Motivating Employees Achieving Superior Performance in the Workplace Motivation the psychological processes that arouse and direct goal directed behavior Extrinsic rewards payoff a person receives from others for performing a particular task Intrinsic rewards satisfaction a person receives from performing the particular task itself Question Bethany is writing a paper for her Management class She already has a strong A in the class and only needs to get a C on the paper to keep her A As she prepares the final version of the paper she takes special care that the paper is well written insightful and error free something that she can be proud of Bethany is experiencing A B C D An intrinsic reward High equity A belongingness need A hygiene factor Why is Motivation Important You want to motivate people to Join your organization Stay with your organization Show up for work at your organization Be engaged at your organization Do extra for your organization people ior Content perspectives theories that emphasize the needs that motivate Needs physiological or psychological deficiencies that arouse behav Hierarchy of needs theory proposes that people are motivated by Maslow s Hierarchy of Needs five levels of needs Physiological Safety Love Esteem Self actualization Alderfer s ERG Theory Three Kinds of Needs ERG theory assumes that three basic needs influence behavior existence relatedness and growth Existence needs desire for physiological and material well being Relatedness needs desire to have meaningful relationships with Growth needs desire to grow as human beings and to use our abilities people who are significant to us to their fullest potential McClelland s Acquired Need Theory Acquired needs theory states that three needs achievement affili ation and power are major motives determining people s behavior in the workplace The Three Needs Need for achievement Desire to achieve excellence I challenging tasks Need for affiliation Desire for friendly and warm relations with other people Need for power Desire to be responsible for or control other people Question Patty prefers working alone is comfortable taking moderate risks and feels good when accomplishing a goal Patty probably has a A High need for achievement B High need for affiliation C High need for power D Low need for achievement Herzberg s Two Factor Theory Two factor theory proposed that work satisfaction and dissatisfaction arise from two dif ferent factors work satisfaction from so called motivating factors and work dissatisfaction from so called hygiene factors Hygiene factors factors associated with job dissatisfaction which affect the job con text in which people work Motivating factors factors associated with job satisfaction which affects the job content or the rewards of work performance Equity Theory Focuses on employee perceptions as to how fairly they think they are being treated com pared to others inputs outputs comparison Practical Lessons from Equity Theory Employee perceptions are what count Employee participation helps Having an appeal process helps Expectancy theory suggests that people are motivated by two things 1 how much they want some thing and 2 how likely they think they are to get it Expectancy Theory Expectancy belief that a particular level of effort will lead to a particular level of performance Instrumentality expecta tion that successful performance of the task will lead to the desired out come Valence the value a worker assigns to an outcome Goal Setting Theory Goals should be specific Goals should be challenging Goals should be achievable Goals should be linked to ac tion plan Job Design Perspectives Job design division of an organization s work among its em ployees and the application of moti vational theories to jobs to increase the satisfaction and performance Job simplification job en largement job enrichment Job Characteristics Model Reinforcement Perspectives on Motivation Reinforcement the ory attempts to explain behav ior change by suggesting that be havior with positive conse quences tends to be repeated whereas behavior with negative consequences tends not to be re peated Question Melvin a manager asks Edna his subordinate to work on one machine for three hours and then move to another machine every other hour Melvin has engaged in A B C D Job enlargement Job rotation Job simplification Vertical loading Types of Reinforcement Positive reinforcement use of positive consequences to encourage desirable desirable behavior Negative reinforcement removal of unpleasant consequences following a desired behavior Question When a manager stops nagging a subordinate the manager is using A B C Positive reinforcement Negative reinforcement Punishment D Intrinsic motivation Types of Reinforcement Extinction withholding or withdrawal of positive rewards for desirable behavior so that be havior is less likely to occur Punishment application of negative consequences to stop or change undesirable be havior Using Reinforcement to Motivate Employees Positive reinforcement Reward only desirable behavior Give rewards as soon as possible Be clear about what behavior is desired Have different rewards and recognize individ ual differences Popular Incentive Compensation Plans Piece rate Sales commission Bonuses Profit sharing Gainsharing Stock options Pay for knowledge Non monetary Ways of Motivating Employees Flexible workplace Thoughtfulness Work life benefits Surroundings Skill building educational opportunities Sabbaticals People often do volunteer work for the rewards A intrinsic B valence C gainsharing D extrinsic E job enrichment A relatedness The desire for friendly and warm relations with other people refers to which of McClelland s ac quired needs B power C affiliation D love E esteem A expectancy B equity C justice D reinforcement E goal setting A need B expectancy C instrumentality D reinforcement E valence A Job simplification B Job design proposed that work satisfaction and dissatisfaction arise from different sets of causes A McGregor s Theory X Theory Y B Alderfer s ERG theory C McClelland s acquired needs theory D Herzberg s two factor theory E Expectancy theory You may compare your ratio of inputs to outputs to the ratio of others at your place of em ployment in a process is described by theory According to expectancy theory your is low if you don t think a bonus or raise is going to be big enough to justify working evenings and weekends
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