bands chap 13

8/9/2019 Bands Chap 13

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McGraw-Hill 2003 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 2003 The McGraw-Hill Companies, Inc. All rights reserved.

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Chapter

13 Motivating for Performance


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13 - 2Motivating For PerformanceMotivating For Performance

Motivationforces that energize, direct, and sustain a persons effortshighly motivated people, with adequate ability andunderstanding of the job, will be highly productivemanagers must know what behaviors they want to motivate

people to exhibit


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13 - 3Setting GoalsSetting Goals

Goal setting theory people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end

Goals that motivategoals should be acceptable to employeesgoals should be challenging but attainablegoals should be s pecific, quantifiable, and mea surable

Limitations of goal settingindividualized goals create competition and reduce cooperationsingle productivity goals interfere with other dimensions of

performance


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13 - 4Reinforcing PerformanceReinforcing Performance

Law of effect behavior that is followed by positive consequences will likely be repeated

Reinforcers positive consequences that motivate behavior

Organizational behavior modification (OB Mod)

application of reinforcement theory in organizational settingsinfluences peoples behavior and improves performance bysystematically managing work conditions and theconsequences of peoples actions


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13 - 5Reinforcing Performance (cont.)Reinforcing Performance (cont.)

Consequences of behavior po sitive reinforcement - applying valued consequences thatincrease the likelihood that a person will repeat the behavior

that led to itnegative reinforcement - removing or withholding anundesirable consequence

can involve the threat of punishment

puni shment - administering an aversive consequenceextinction - withdrawing or failing to provide a reinforcingconsequence

Reward system has to support the firms strategic intent


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Behavior

Positive reinforcementor

negative reinforcement

Same behavior likely to be

repeated

Same behavior less likely to be

repeated

Punishmentor

extinction

The Consequences Of Behavior The Consequences Of Behavior


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13 - 7PerformancePerformance- -Related BeliefsRelated Beliefs

Expectancy theory proposes that people will behave based on their perceivedlikelihood that their effort will lead to a certain outcome and

on how highly they value that outcomeeffort-to-performance link

expectancy - employees perception of the likelihood that their efforts will enable them to attain their performance goals

performance-to-outcome link in strumentality - perceived likelihood that performance will befollowed by a particular outcomevalence - value an outcome holds for the person contemplating it

for motivation to be high, expectancy, instrumentalities, and

total valence of all outcomes must all be high


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OutcomeEffort Performance

InstrumentalityExpectancy

Basic Concepts Of Expectancy TheoryBasic Concepts Of Expectancy Theory


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13 - 9PerformancePerformance- -Related Beliefs (cont.)Related Beliefs (cont.)

Expectancy theory (cont.)managerial implications of expectancy theory

increa se expectancie s provide a work environment that facilitates good performanceset realistically attainable performance goals

identify po sitively valent outcome sunderstand what people want to get out of work

make performance in strumental toward po sitive outcome sgood performance should be followed by personal recognition and

praise, favorable performance reviews, and other positive results


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13 - 10Understanding Peoples NeedsUnderstanding Peoples Needs

Content theoriesindicate the kinds of needs that people want to satisfythe extent to which and the ways in which a persons needs are

met or not met affect her/his behavior on the jobMaslows need hierarchy

human needs are organized into five major types phy siological - food, water, sex, and shelter

safety or security - protection against threat and deprivationsocial - friendship, affection, belonging, and loveego - independence, achievement, freedom, recognition, and self-esteem

self-actualization - realizing ones potential


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13 - 11Understanding Peoples Needs (cont.)Understanding Peoples Needs (cont.)

Maslows need hierarchy (cont.) postulates that people satisfy these needs one at a time, from bottom to top

people motivated to satisfy lower needs before they try to satisfyhigher needsonce satisfied, a need is no longer a powerful motivator

not altogether accurate theory of human motivation

nonetheless, made three major contributionsidentified important need categorieshelped to think in terms of lower- and higher-level needsincreased salience of personal growth and self-actualization


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A lderfers ERG theory postulates that people have three basic need sets

E xi stence need s - material and physiological desires

Relatedne ss need s - involve relationships with other peoplesatisfied by the process of mutually sharing thoughts and feelings

G rowth need s - motivate people to productivity or creativitysatisfied by fully utilizing personal capacities and developing newcapacities

postulates that several different needs can be operating at oncehas greater scientific support than Maslows hierarchy

both theories remind managers of the types of reinforcers or rewards that can be used to motivate people

Understanding Peoples Needs (cont.)Understanding Peoples Needs (cont.)


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13 - 13Comparison Of Maslows NeedComparison Of Maslows NeedHierarchy And ERG TheoryHierarchy And ERG Theory


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McClellands needsachievement - strong orientation toward accomplishment andan obsession with success and goal attainment

affiliation - strong desire to be liked by other people power - desire to influence or control other people

per sonalized power - negative forceexpressed through the manipulation and exploitation of others

socialized power - positive forcechanneled toward the constructive improvement of organizations andsocieties

managerial success associated with low need for affiliationand moderate to high need for power


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Need theories: International perspectivesneed importance varies from country to countrynot all people are motivated by the same needs

achievement, growth, and self-actualization are profoundlyimportant in the U.S. and other Anglo- American countries

these needs are not universally important, however


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13 - 16Designing Motivating JobsDesigning Motivating Jobs

Rewards may be available from the nature of the jobextrin sic reinforcer s - reinforcers given to a person by the

boss, the company, or some other person

intrin sic reward - derived directly from performing the jobitself

essential to the motivation underlying creativitythe result of a challenging problemthe result of work that is exciting in and of itself

mechanistic approach to job design - characterizes ademotivating job

highly specialized, simple and routineresults in employee dissatisfaction, absenteeism, and turnover


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13 - 17Designing Motivating Jobs (cont.)Designing Motivating Jobs (cont.)

Job rotationchanging from one routine task to another to alleviate boredom

can benefit everyone when done properly

Job enlargementgiving people additional tasks at the same time to alleviate

boredomadditional tasks at the same level of responsibility

Job enrichmentchanging a task to make it inherently more rewarding,motivating, and satisfying

adds higher levels of responsibility


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Herzbergs two-factor theorydistinguished between two broad categories of factors thataffect people working on their jobs

hygiene factor s - characteri stics of the workplacemake people unhappywill not make people truly satisfied

motivator s - characteristics of the j ob it self when present, jobs presumed to be both satisfying and motivating

theory has been widely criticizednevertheless, highlights the distinction between extrinsic andintrinsic rewardsreminds managers that worker motivation depends on more than

extrinsic rewards


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The Hackman and Oldham model of job designwell designed jobs produce three critical psychological states

meaningfulne ss - believe that work is important to other people

re s pon sibility - feel personally responsible for how the work turnsoutknowledge of re sult s - know how well the job was performed

psychological states produced by five core job dimensions

skill variety - different job activities involving several skillsta sk identity - completion of a whole, identifiable piece of work ta sk significance - important impact on the lives of othersautonomy - independence and discretion in making decisions

feedback - information about job performance


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The Hackman and Oldham model of job design (cont.)effective job enrichment increases all five core dimensionseffectiveness of a job enrichment program depends on a

persons growth need strength growth need strength - degree to which individuals want personal and psychological development


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Skill variety

Task identityTask significance

Autonomy

Feedback

Experienced

meaningfulnessof the work

Experienced responsibilityfor work outcomes

Knowledge of results

Employee growth

need strength

Core jobdimensions

Criticalpsychological

states

The Hackman And Oldham ModelThe Hackman And Oldham ModelOf Job EnrichmentOf Job Enrichment

Personal andwork

outcomes

High internalwork motivation

High-qualitywork performance

High job

satisfactionLow absenteeism

and turnover


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Empowerment process of sharing power with employees, thereby enhancingtheir beliefs about being influential contributors

employees perceive meaning in work employees feel competent employees derive a sense of self-determinationemployees believe they have an impact on important decisions

empowering environment provides information required to perform at ones bestknowledge available about how to use the informationemployees have the power to make decisions

employees receive reward s for contributions


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Specificactions toempower

Provide morefreedom of access

to resources

Provide morefreedom of access

to people

Allowindependent judgment

Assignnonroutine jobs

Reduce thenumber of approval steps

Reduce thenumber of rules

Increasesignature authority

at all levels

Define jobsmore broadly as

projects

Actions That Empower EmployeesActions That Empower Employees


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13 - 24Achieving FairnessAchieving Fairness

Equity theorytwo factors used to assess how fairly one has been treated

outcome s - various things the person receives on the job

input s - contributions the person makes to the organization people expect the outcomes they receive to be proportional tothe inputs they provide

people also pay attention to the outcomes and inputs of others

Assessing equity

equity exists when the ratios are equalassessments of equity are subjective perceptions or beliefs

InputsOutcomes

Others'versusInputs

OutcomesownTheir


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13 - 25Achieving Fairness (cont.)Achieving Fairness (cont.)

Restoring equityinequity causes dissatisfaction and leads to attempts to restore

balance to the relationship

a variety of behavioral and perceptual options may be used torestore equity

alter Persons ratioreduce input s - give less effort, perform at lower levels, quit

increa se outcome s - request higher grade, better payalter Others ratio

decrea se outcome sincrea se input s


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Achieving Fairness (cont.)Achieving Fairness (cont.)

Fair process procedural j u stice - using a fair process in decision makingand making sure others know that the process was as fair as

possiblefair processes make unfair outcomes more palatable

explain how a decision is mademake an unbiased decision

offer a chance to voice complaintscollaborate in making decision


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Job SatisfactionJob Satisfaction

Correlates of job satisfaction job satisfaction is unrelated to job performancethe greater the job di ssatisfaction:

the higher turnover the higher absenteeismthe lower corporate citizenshipthe more grievances and lawsuits

the higher the probability of a strikethe more likely that stealing and/or vandalism will occur the poorer the mental and physical health of the workers


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13 - 28Job Satisfaction (cont.)Job Satisfaction (cont.)

Quality of work life ( QWL ) programs designed to create a workplace that enhancesemployee well-being

goal is to satisfy the full range of employee needsorganizations differ drastically in their attention to QWLin assessing the effects of QWL , productivity is defined

broadly to include turnover, absenteeism, accidents, theft,

sabotage, creativity, and quality of work


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Qualityof Work

Life

Constitutionalism

Minimum infringe-ments on personaland family needs

Chance for personal

growth and security

Jobs develophumancapacities

Socially responsibleorganizationalactions

Safe andhealthy

environment

Adequate and fair compensation

Supportivesocial

environment

Categories Of Quality Of LifeCategories Of Quality Of Life


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13 - 30Job Satisfaction (cont.)Job Satisfaction (cont.)

Psychological contractsa set of perceptions of what employees owe their employers,and what their employers owe them

has important implications for employee

satisfaction/motivationhistorically, this relationship has been stable in manycompanies

now, mergers, layoffs, and other disruptions have undermined the

old deal

versus

Benefits provided bythe organization

Benefits promised bythe organization

Contributions provided by the employee

Contributions promised by the employee

bands chap 13

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