Chapter 16 Managing Employee Motivation And Performance I And II

Motivation Set of forces that cuases people to behave in certain ways Intrinsic- Personal satisfaction of the work itselfExtrinsic- Come from rewards or outcome of job performances Factors that Determine Individual Performance Motivation- desireAbility- capabilityWork Environment- resources needed Traditional Approach to Motivation Economic gain was primary motivation, employees could be expected to perform any kind of job if they were paid Human Relations Approach to Motivation Emphasized role of social processes in workplace. Employees want to feel useful and important Content Perspectives on Motivation Approaches to motivation that try to understand what drives or energizes people to put forth effort. Maslow, Alderfer, Herzberg, McClleland Maslow's Hierarchy Succession of Needs:1. Physiological- food, air, sex2. Security- safe from harm3. Belongingness- warm relationships, love4. Esteem- personal pride, positive self-image5. Self-actualization Weaknesses- five levels not always present. Ordering is not always the same. Cultural differences Alderfer's ERG Theory People's needs are grouped into three potentially overlapping categories:1. Existence- Requirements for survival2. Relatedness- Desire for support, relationships, recognition3. Growth- desire for developments, need for self-esteem Frustration Regression: If higher level needs remain unsatisfied then individual will become frustrated and regress to a lower level and begin to pursue that level again Herzberg's Two Factor Theory People's satisfaction are influenced by two independent set of factors:Motivation Factors: Achievement, recognition, work itself, responsibility, advancement and growth Hygiene Factors: Supervisors, working conditions, interpersonal relations, pay and security, company policies and administration Hygiene factors can cause dissatisfaction but do not motivate people. Motivation factors increase job satisfaction McClelland's Needs Theory One of three is dominant:1. Need for Achievement- desire to accomplish goals, desire immediate feedback2. Need for Affiliation- desire for acceptance and social approval3. Need for Power- desire to be influential Low need for affiliation and need for power associated with managerial success Process Perspectives on Motivation Approaches to motivation that focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained these goals Vroom's expectancy theory, equity theory Vroom's Expectancy Theory People produce mental maps of situation before deciding on amount of effort Three factors:Expectancy: link between effort and performanceInstrumentality: link between performance and outcomesValence- attractiveness of outcome Motivation = V x I x E Equity Theory People develop belief about fairness of outcomes they receive in relation to inputs. People don't expect an equal outcome but rather a fair ratio Positive and Negative Equity Positive: in your favorNegative: in someone else's favor Conditions of and Reactions to Equity Reactions 1. Feeling equitably rewarded- maintain performance 2 Feeling under-rewarded- reduce inequity by trying harder, demand a raise, quit job, distort ratios by altering perception 3. Feeling over-rewarded- increase or decrease inputs, distort ratios by rationalizing, help the object person gain more outcomes Porter-Lawler Extension of Expectancy Theory Research shows there is not a clear path from satisfaction to performance Suggests that if performance results in equitable rewards, people will be more satisfied. So, performance can lead to satisfaction Goal-Setting Theory People are motivated when there are concrete objectives or targets Performance shaped through:Goal Difficulty: best goals are moderately difficultGoal Specificity: should be measurableGoal Acceptance: person accepts goal as his ownGoal Commitment: extent to which a person is interested in reaching the goal Positive Reinforcement Actively encourage desired behavior by pairing desired behaviors or outcomes with rewards Negative Reinforcement (Avoidance) Passively encourage desired behavior by withholding punishment or something negative Punishment Actively eliminated undesirable behaviors by pairing undesired behaviors with undesirable outcomes Extinction Passively eliminates an undesired behavior by withholding reinforcement Schedules of Reinforcement Fixed Interval: reinforcement after a predetermined period of timeVariable Interval: reinforcement after varying periods of time Fixed Ratio: reinforcement in exchange for a predetermined number of responsesVariable Ratio: reinforcement after an individual has produced a varying number of desired responses Law of Contingent Reinforcement In order for a reward to have maximum reinforcing value, it must be delivered only if the desired behavior is exhibited Law of Immediate Reinforcement More immediate the delivery of a reward after the occurrence of a behavior, the greater the reinforcing value of the reward Shaping creation of new behaviors by the reinforcement of closer and closer approximations of the target behavior