Motivating for Performance

Chapter 13

Learning Objectives
Define motivation and the types of rewards managers use. Examine several models that describe employee needs and processes associated with motivation. Use of reinforcement for motivation. Explain concepts of job design. Trends of empowerment and engagement.

Need: Creates desire to fulfill needs

Behavior: Results in actions to fulfill needs

Rewards: Satisfy needs

FEEDBACK

Concepts of Motivation

Motivating for Performance

Motivation Managers must motivate people to: Forces that energize,
direct, and sustain a persons efforts. join the organization, remain in the organization come to work regularly

Motivating for Performance

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.

Needs

Maslows Need Hierarchy

Maslows need hierarchy
A conception of human needs organizing needs into a hierarchy of five major types.

Maslows Need Hierarchy

1. Physiological (food, water, sex, and shelter). 2. Safety or security (protection against threat and deprivation). 3. Social (friendship, affection, belonging, and love). 4. Ego (independence, achievement, freedom, status, recognition, and self esteem). 5. Self-actualization (realizing ones full potential, becoming everything one is capable of being).

Alderfers ERG Theory

Alderfers ERG theory
A human needs theory postulating that people have three basic sets of needs that can operate simultaneously.

Alderfers 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.

McClellands Needs
Need for achievement
characterized by 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

Herzbergs Two-Factor Theory

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

Behavior

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.

Setting Goals
Stretch goals
Targets that are particularly demanding, sometimes even thought to be impossible.
Horizontal Vertical

Equity Theory
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

Achieving Fairness
Equity theory
A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.

 Procedural justice Using fair process in decision making and making sure others know that the process was as fair as possible.

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.

Basic Concepts of Expectancy Theory

The Effort-to-Performance Link (E P)

Expectancy
Employees perception of the likelihood that their efforts will enable them to attain their performance goals.

The Performance-to-Outcome Link (P O)

Instrumentality
The perceived likelihood that performance will be followed by a particular outcome.

Valence
The value an outcome holds for the person contemplating it.

Managerial Implications of Expectancy Theory

1. Increase expectancies 2. Identify positively valent outcomes 3. Make performance instrumental toward positive outcomes

Behavior & Consequences

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.

Reinforcing Performance
Positive reinforcement
Applying consequences that increase the likelihood that a person will repeat the behavior that led to it.

Negative reinforcement
Removing or withholding an undesirable consequence.

Reinforcing Performance
Punishment
Administering an aversive consequence.

Extinction
Withdrawing or failing to provide a reinforcing consequence.

The Consequences of Behavior

Job Design for Motivation

Job Rotation, Enlargement, and Enrichment

Job rotation
Changing from one routine task to another to alleviate boredom

Job enlargement
Giving people additional tasks at the same time to alleviate boredom.

Job Rotation, Enlargement, and Enrichment

Job enrichment
Changing a task to make it inherently more rewarding, motivating, and satisfying.

The Hackman and Oldham Model of Job Design

The Hackman and Oldham Model of Job Design

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

The Hackman and Oldham Model of Job Design

Autonomy
independence and discretion in making decisions.

Feedback
information about job performance

The Hackman and Oldham Model of Job Design

Growth need strength
The degree to which individuals want personal and psychological development.

Quality of Work Life

Quality of work life (QWL) programs
Programs designed to create a workplace that enhances employee well-being.

QWL Programs
1. 2. 3. 4. 5. 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 6. Constitutionalism, or the rights of personal privacy, dissent, and due process 7. A work role that minimized infringement on personal leisure and family needs 8. Socially responsible organizational actions

Psychological Contracts
Psychological contract
A set of perceptions of what employees owe their employers, and what their employers owe them.

Ideas for Motivating

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.

Engagement
Engagement
Emotional and mental state in which employees enjoy work, contribute enthusiastically, and feel a sense of belonging and commitment to the organization.

The Greatest Management Principle in the World