BUSN520 reflection assignment
gentle_gent
ipptchap011.pptxChapter Eleven
Motivating People
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Learning Objectives
LO1 Understand principles for setting goals that motivate employees.
LO2 Give examples of how to reward good performance effectively.
LO3 Describe the key beliefs that affect people’s motivation.
LO4 Explain ways in which people’s individual needs affect their behavior.
11-‹#›
Learning Objectives (cont.)
LO 5 Define ways to create jobs that motivate.
LO 6 Summarize how people assess and achieve fairness.
LO 7 Identify causes and consequences of a satisfied workforce.
11-‹#›
Motivating People
Motivation
Forces that energize, direct, and sustain a person’s efforts.
Managers must motivate people to:
Join the organization,
Remain in the organization
Come to work regularly
11-‹#›
Managers must motivate people to:
Join the organization,
Remain in the organization
Come to work regularly
Perform
Exhibit good citizenship
4
Setting Goals
Goal-setting theory
A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end.
11-‹#›
Four Characteristics of Motivational goals
Exhibit 11.1
11-‹#›
Setting Goals
Stretch goals
Targets that are particularly demanding, sometimes even thought to be impossible.
11-‹#›
Reinforcing Performance
Law of effect
A law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated.
Reinforcers
Positive consequences that motivate behavior.
11-‹#›
Question
___________ is the withdrawing or failing to provide a reinforcing consequence.
Positive reinforcement
Negative reinforcement
Punishment
Extinction
11-‹#›
The correct answer is d – extinction. See slide 11-11
9
Reinforcing Performance
Positive reinforcement
applying a consequence that increases the likelihood of a person repeating the behavior that led to it
Negative reinforcement
Removing or withholding an undesirable consequence.
11-‹#›
Reinforcing Performance
Punishment
Administering an aversive consequence.
Extinction
Withdrawing or failing to provide a reinforcing consequence.
11-‹#›
The Consequences of Behavior
Exhibit 11.2
11-‹#›
The Greatest Management Principle in the World
11-‹#›
Performance-Related Beliefs
Expectancy theory
A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome.
11-‹#›
If You Try Hard, Will You Succeed?
Expectancy
Employees’ perception of the likelihood that their efforts will enable them to attain their performance goals.
11-‹#›
Question
___________ is the value an outcome holds for the person contemplating it.
Expectancy
Valence
Instrumentality
Anticipation
11-‹#›
The correct answer is b - valence. See next slide
16
If You Try Hard, Will You Succeed?
Instrumentality
The perceived likelihood that performance will be followed by a particular outcome.
Valence
The value an outcome holds for the person contemplating it.
11-‹#›
Basic Concepts of Expectancy Theory
Exhibit 11.3
11-‹#›
Managerial Implications of Expectancy Theory
Increase expectancies
Identify positively valent outcomes
Make performance instrumental toward positive outcomes
11-‹#›
Maslow’s Need Hierarchy
Maslow’s need hierarchy
A conception of human needs organizing needs into a hierarchy of five major types.
11-‹#›
Maslow Arranged Needs in a Hierarchy
Physiological - food, water, sex, and shelter.
Safety or security - protection against threat and deprivation.
Social - friendship, affection, belonging, and love.
Ego - independence, achievement, freedom, status, recognition, and self esteem.
Self-actualization - realizing one’s full potential, becoming everything one is capable of being.
11-‹#›
Alderfer’s ERG Theory
Alderfer’s ERG theory
A human needs theory postulating that people have three basic sets of needs that can operate simultaneously.
11-‹#›
Alderfer’s ERG Theory
Existence needs
all material and physiological desires.
Relatedness needs
involve relationships with other people and are satisfied through the process of mutually sharing thoughts and feelings.
Growth needs
motivate people to productively or creatively change themselves or their environment.
11-‹#›
McClelland Said Managers Seek Achievement, Affiliation, and Power
Need for achievement
a strong orientation toward accomplishment and an obsession with success and goal attainment.
Need for affiliation
reflects a strong desire to be liked by other people
Need for power
a desire to influence or control other people
11-‹#›
Designing Jobs that Motivate
Extrinsic rewards
Rewards given to a person by the boss, the company, or some other person.
Intrinsic reward
Reward a worker derives directly from performing the job itself.
11-‹#›
Managers Can Make Work More Varied and Interesting
Job rotation
Changing from one task to another to alleviate boredom
Job enlargement
Giving people additional tasks at the same time to alleviate boredom.
11-‹#›
Managers Can Make Work More Varied and Interesting
Job enrichment
Changing a task to make it inherently more rewarding, motivating, and satisfying.
11-‹#›
Herzberg Proposed Two Important Job-Related Factors
Hygiene factors
Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied.
Motivators
Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement
11-‹#›
The Hackman and Oldham Model of Job Design
Exhibit 11.5
11-‹#›
The Hackman and Oldham Model of Job Enrichment
Skill variety
different job activities involving several skills and talents.
Task identity
the completion of a whole, identifiable piece of work
Task significance
an important, positive impact on the lives of others
11-‹#›
The Hackman and Oldham Model of Job Enrichment
Autonomy
independence and discretion in making decisions.
Feedback
information about job performance
11-‹#›
The Hackman and Oldham Model of Job Enrichment
Growth need strength
The degree to which individuals want personal and psychological development.
11-‹#›
Empowerment
Empowerment
The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization.
11-‹#›
Achieving Fairness
Equity theory
A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.
11-‹#›
Achieving Fairness
Outcomes
refer to the various things the person receives on the job: recognition, pay, benefits, satisfaction, security, job assignments, and punishments
Inputs
refer to the contributions the person makes to the organization: effort, time, talent, performance, extra commitment, and good citizenship
11-‹#›
Procedural Justice
Procedural justice
Using fair process in decision making and making sure others know that the process was as fair as possible.
11-‹#›
Quality of Work Life
Quality of work life (QWL) programs
Programs designed to create a workplace that enhances employee well-being.
11-‹#›
QWL Programs
Adequate and fair compensation
A safe and healthy environment
Jobs that develop human capacities
A chance for personal growth and security
A social environment that fosters personal identity, freedom from prejudice, a sense of community, and upward mobility
Constitutionalism, or the rights of personal privacy, dissent, and due process
A work role that minimized infringement on personal leisure and family needs
Socially responsible organizational actions
11-‹#›
38
Psychological Contracts
Psychological contract
A set of perceptions of what employees owe their employers, and what their employers owe them.
11-‹#›
Video: SAS
What impact does the multitude of benefits available at SAS have on employee motivation?
What are the advantages of the SAS model?
11-‹#›
