EXAM 3 MAN3025 KINNEY Chapter 12 Motivating Employees Achieving Superior Performance in the Workplace Motivation psychological processes that arouse and direct goal directed behavior encourages people to join organization stay with organization show up for work be engaged do extra Extrinsic rewards payoff a person receives from others for performing a particular task external Intrinsic rewards satisfaction a person receives from performing the particular task itself internal Content Perspectives theories that emphasize the NEEDS that motivate PEOPLE Needs physiological physical or psychological mental de ciencies that arouse behavior Maslow s Hierarchy of Needs people are motivated by 5 levels of need starting from the bottom up physiological safety love esteem self actualization vvvvvvv To successfully reach self actualization the needs below must be satis ed Alderfer s ERG Theory assumes three basic needs in uence behavior EXISTENCE RELATEDNESS GROWTH EXISTENCE desire for physiological and material well being RELATEDNESS NEEDS desire to have meaningful relationships with people who are signi cant to us GROWTH NEEDS desire to grow as human beings and use our abilities to their fullest potential McClelland s Acquired Needs Theory states that three needs ACHIEVEMENT AFFILIATION POWER major motives determining people s behavior in the workplace Need for Achievement desire for excellence in challenging tasks Need for Af liation desire for friendly and warm relations with other people Need for Power desire to responsible for or control other people Herzberg s Two Factor Theory proposed that work satisfaction and dissatisfaction arise from two different factors work satisfaction from so called motivating factors work dissatisfaction from so called hygiene factors Hygiene factors factors associated with job dissatisfaction which affect the job context 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 compared to others Inputs outputs comparison v Practical Lessons from Equity Theory 1 Employee Perceptions are what count 2 Employee participation helps 3 Having an appeal process helps Expectancy Theory suggests that people are motivated by two things 1 how much they want something and 2 how likely they think they are to get it Expectancy belief that a particular level of effort will lead to a particular level of performance Instrumentality expectation that successful performance of the task will lead to the desired outcome Valence the value a worker assigns to an outcome GOAL SETTING THEORY 1 Goals should be SPECIFIC 2 Goals should be challenging but ACHIEVABLE 3 Goals should be LINKED to ACTION plans 4 Feedback enhances goal attainment Job design division of an organization s work among its employees and the application of motivational theories to jobs to increase satisfaction and performance Job simpli cation job enlargement job enrichment Reinforcement theory attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends not to be repeated Types of Reinforcement Positive reinforcement use of positive consequences to encourage desirable behavior Negative reinforcement process of strengthening a behavior by withdrawing something negative Extinction weakening of behavior by ignoring it or making sure it is not reinforced Punishment process of weakening behavior by presenting something negative or withdrawing something positive Popular Incentive Compensation Plans Piece rate Sales commission Bonuses Pro t sharing Gainsharing Stock options Pay for knowledge Nonmonetary Ways of Motivating Employees Flexible workplace telecommute ex time job sharing Thoughtfulness Work life bene ts Surroundings Skill building educational opportunities Sabbaticals Chapter 14 Power In uence and Leadership Leadership is the ability to in uence employees to voluntarily pursue organizational gains Manager vs Leader MANAGER effective ef cient great planner organizer controller deal with planning budgeting organizing staf ng controlling and problem solving skilled at coping with the complexities of the business environment expert at directing people performing the management role and all of its functions LEADER visionary inspires and in uences people to voluntarily pursue the goals of the company passionate about what they do and that passion is contagious earn the deep trust of their employees get their employees to follow them through periods of change without hesitation or questioning set direction align people TRAITS OF A LEADER honesty competency ability to inspire intelligence and that ability to look into the future They can complete assigned tasks they can build strong interpersonal relationships they are intuitive possess high energy and are con dent KEY BEHAVIORS OF EXCEPTIONAL LEADERS INSPIRATIONAL MOTIVATION IDEALIZED INFLUENCE INDIVIDUALIZED CONSIDERATION INTELLECTUAL STIMULATION 5 SOURCES OF POWER 1 Legitimate power results from managers formal positions within the organization 2 Reward power results from managers authority to reward their subordinates 3 Coercive power results from managers authority to punish their subordinates 4 Expert power results from one s specialized information or expertise 5 Referent power derived from one s personal attraction TACTICS FOR INFLUENCING OTHERS 5 APPROACHES TO LEADERSHIP 1 Trait Approaches 2 Behavioral Approaches 3 Contingency Approaches 4 Full range Approach 5 Leader Member Exchange LMX Model Greenleaf s Servant Leadership Model E Leadership Followers role in leadership process Women executives score higher than their male counterparts on a variety of measures from producing high quality work to goal setting to mentoring employees Project GLOBE ongoing attempt to develop an empirically based theory to describe understand and predict the impact of speci c cultural variables on leadership and organizational processes and the effectiveness of these processes MICHIGAN LEADERSHIP MODEL Job centered behavior principal concerns were with achieving production ef ciency keeping costs down and meeting schedules Employee centered behavior managers paid more attention to employee satisfaction and making work groups cohesive OHIO STATE LEADERSHIP MODEL Initiating structure behavior
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