Chapter 16 Managing Employee Motivation and Performance I and II

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

Motivation- desireAbility- capabilityWork Environment- resources needed

Economic gain was primary motivation, employees could be expected to perform any kind of job if they were paid

Emphasized role of social processes in workplace. Employees want to feel useful and important

Approaches to motivation that try to understand what drives or energizes people to put forth effort.
Maslow, Alderfer, Herzberg, McClleland

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

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

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

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

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

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

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: in your favorNegative: in someone else's favor

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

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