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UNT MGMT 3720 - Motivation in the workplace
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MGMT 3720 Lecture 4 Outline of Last Lecture Chapter 5. Personality and valuesI. Personality, the way it is measured, and factorsII. Myers-Briggs type indicator personality frameworkIII. Key traits in the Big Five Personality Model and behavior predictionIV. How situations affect behavior predictionV. Terminal and instrumental valuesVI. Generational differences in valuesVII. Hofstede’s five value dimensions of national cultureChapter 6. Perception and individual decision-makingI. Perception and factors that influence itII. Attribution Theory and 3 determinants of AttributionIII. Shortcuts individuals use in making judgmentsIV. Link between perception and decision makingV. Rational Model of Decision and Bounded Rationality and IntuitionVI. Common decision biases or errorsVII. How individual differences and organizational constraints affect decision makingVIII. Three ethical decision criteriaThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.IX. Creativity and three-stage model of itOutline of Current LectureChapter 7. Motivation conceptsI. Three key elements of motivationII. Applicability of early theories of motivationIII. Applying Predictions of Self-determination Theory to intrinsic and extrinsic rewardsIV. Implications of job engagement for managementV. Goal-setting Theory, Self-efficacy Theory, & Reinforcement TheoryVI. Organizational justice and Equity TheoryVII. Key Tenets of Expectancy TheoryVIII. Compare contemporary theories of motivationChapter 8. Motivation: From concepts to applicationI. Job Characteristics ModelII. Main ways job can be redesignedIII. Specific alternative work arrangements IV. Employee involvement measures V. Different types of Variable-pay programsVI. Flexible benefitsVII. Motivational benefits of intrinsic rewardsCurrent LectureChapter 7Three key elements of motivationMotivation: The processes that account for a person’s intensity, direction, and persistence of effort for reaching a goal- The level of motivation varies between people and within people at different times1. Intensity: concerned with how hard a person tries.2. Direction: The orientation that helps the organization3. Persistence: a measure of how long a person can keep up his or her effort.Applicability of early theories of motivationHow do you get people to work? Maslow’s hierarchy of needs:1. Psychological- if you want to put food on the table, you’re going to need a job. Once a need is filled, you can’t use that to motivate people so you move up to safety level.2. Safety level- motivated to work because you need to put a roof over your head, pay yourutilities, and when this is filled, move up to social needs. 3. Social needs- Lots of people go to work because they like the people at work. This servesas motivation. We have a need to more or less be social. Once you feel like you have enough people to socialize with so that needs get fulfilled, you go to the esteem level. 4. Self esteem- that is the need to be valued by others, affirmed by others. This motivates people to do well. People like hearing praise, compliments. 5. Self Actualization- growing, getting better, mastery over things, challenges (to not get bored)Theory x- employees don’t like work and they need to be coerced into performing. Lower-order needs dominate individuals.Theory y- employees can be left alone and they’ll still work, possibly enjoy doing work. Higher-order needs dominate individuals.McGregor believed that Theory Y assumptions were more valid than Theory x assumptionsMaslows’ theory kind of says: We treat people as theory x and that’s why they behave that wayComparison of satisfiers and dissatisfiersSatisfiers: (from highest to lowest) Achievement, recognition, work itself, responsibility, advancement, growthDissatisfiers: (from highest to lowest) Policy administration, supervision, relationship with supervisor, work conditions, pay, relationship with peers - People complain a lot when there are a lot of dissatisfiers.- if you want to do something about productivity, you have to do something about the job.- Work that has the positive characteristics helps workers be productiveApplying Predictions of Self-determination Theory to intrinsic and extrinsic rewardsMcClelland’s theory of needs:1. Need for achievement: making the sales call, making a pitch (sales person)2. Need for power (manager) feeling motivated by having power over people, giving directions, overseeing. Need to make others behave in a way they wouldn’t have behaved in otherwise3. Need for affiliation: a desire for friendly and close interpersonal relationshipsSummary of this theory: a good manager needs to have a stronger need for power than a need for achievement or need for affiliation.* McClelland’s theory has the best but it has a less practical effect and few organizations have invested in his concept.Self-determination Theory:- Proposes people prefer to feel like they have control over their actions- (Cognitive Evaluation Theory) People paid for work feel LESS like they WANT to do it, andmore like they HAVE to do it.- Proposes people seek ways to achieve competence and positive connections to others- When extrinsic rewards are used as payoffs, people feel like they’re doing a good job- Removing extrinsic rewards can shift a person’s perception of why they work on task from an external explanation to an internal explanation- Self-determination Theory acknowledges that extrinsic rewards can improve intrinsic motivation under specific circumstances.What does self-determination theory suggest for providing rewards?Make sure the values you hold are valued by those of the people working for youSelf-concordance: considers how strongly people’s reasons for going after goals are consistent with their values and interestsWhat does this all mean? - Choose your job for reasons outside of just extrinsic rewards- Organizations should provide intrinsic rewards as well as extrinsic rewardsImplications of job engagement for managementJob engagement- the investment of an employee’s physical, cognitive, and emotional energies into job performanceGallop organization- there are more engaged employees in successful organizations than in average organizations. The most important factor in maintaining good people is if they have a good relationship with your supervisor.Academic studies: If a person is


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