HB homework

Motivating self and others Lecture Notes

What is Motivation?

Motivation

· The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal

Intensity: how hard a person tries

Direction: where effort is channeled

Persistence: how long effort is maintained

View: Motivational Theories and the Gurus That Created Them

Maslow’s Hierarchy of Needs (from the video list the five levels)

McGregor’s Theory X and Theory Y

Intrinsic (Theory Y)

A person’s internal desire to do something, due to such things as interest, challenge, and personal satisfaction.

Extrinsic (Theory X)

Motivation that comes from outside the person, such as pay, bonuses, and other tangible rewards.

Herzberg’s Theory of Hygiene

· Hygiene needs (please list)

· Motivators (please list)

The health of the organization needs to be intact to allow for motivators.

McClelland’s Theory of Needs

Have a motivation orientation:

· Achievement

· Affiliation

· Personal Power

· Institutional Power

Vroom’s Expectancy Theory

Expectancy: set good expectations

Instrumentality: help your people become successful

Valence: provide reward and recognition that employees find valuable

From the Online Textbook: 5.3 Process-Based Theories

Equity Theory

· Individuals are motivated by a sense of fairness in their interactions.

· Our sense of fairness is a result of the social comparisons we make.

· We compare our inputs and outcomes with other people’s inputs and outcomes.

· We perceive fairness if we believe that the input-to-outcome ratio we are bringing into the situation is similar to the input-to-outcome ratio of a comparison person, or a referent. Perceptions of inequity create tension within us and drive us to action that will reduce perceived inequity.

Goal Setting 6.3 Motivating Employees through Goal Setting

SMART goals produce a higher level of output than does the generalized goal of “do your best.”

Goal-Setting Theory

Goals tell an employee what needs to be done and how much effort will be needed

· Specific goals increase performance

· Difficult goals, when accepted, result in higher performance than do easy goals

· Feedback leads to higher performance

Goals Motivate by:

Directing attention

Regulating effort

Increasing persistence

Encouraging development of strategies and action plans

Effective Goals are SMART

· Specific

· Measurable

· Attainable

· Results-Orientated

· Time-Bound

6.5 Motivating Employees through Performance Incentives

Employee Recognition Programs

Programs that use multiple sources and recognizes both individual and group accomplishments

Rewarding a behaviour with recognition immediately following that behaviour is likely to encourage its repetition

Recognizing an employee’s superior performance often costs little or no money

Variable Pay programs:

A portion of an employee’s pay is based on some individual and/or organizational measure(s) of performance.

Variable Pay Programs

Individual-based

Piece-rate wages, Bonuses

Workers are paid a fixed sum for each unit of production completed.

Group-based

Gainsharing: an incentive plan where improvements in group productivity determine the total amount of money that is allocated.

Organization-based

Profit-sharing: organization wide programs that distribute compensation based on some established formula designed around a company’s profitability.

Employee stock ownership plans (ESOPs): company-established benefit plans in which employees acquire stock as part of their benefits.