Management 12e richard draft chapter 16

Chapter 16 Motivating Employees © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part The Concept of Motivation  Motivation – the arousal of enthusiasm and persistence to pursue a course of action  Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence   Employee motivation affects productivity A manager’s job is to channel motivation toward the accomplishment of goals © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16.1 - A Simple Model of Motivation © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Content Perspectives on Motivation If managers understand employees’ needs, they can design appropriate reward systems Needs motivate people Needs translate into an internal drive that motivates behavior People have a variety of needs © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16.3 - Maslow’s Hierarchy of Needs © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part ERG Theory  Existence needs – the needs for physical well-being  Relatedness needs – the needs for satisfactory relationships with others  Growth needs – the needs that focus on the development of human potential and the desire for personal growth Frustration-regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16.4 - Herzberg’s Two-Factor Theory © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Acquired Needs  Need for achievement  Need for affiliation  Need for power © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Process Perspectives on Motivation How people select behavioral actions Goal-Setting Theory Equity Theory Expectancy Theory © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Goal-Setting Theory  Increase motivation and enhance performance by setting goals and providing timely feedback  Key components of the theory: Goal specificity Goal difficulty Goal acceptance Feedback 10 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Equity Theory  Individual perceptions of fairness  Inequity occurs when the input-to-outcome ratios are out of balance  Perceived inequity can be reduced by: Changing work effort Changing outcomes Changing perception Leaving the job 11 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Expectancy Theory  Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards  E → P: determining whether putting effort into a given task will lead to high performance  P → O: determining whether successful performance of a task will lead to the desired outcome  Valence – the value or attraction an individual has for an outcome 12 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16.6 - Major Elements of Expectancy Theory 13 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Reinforcement Perspective on Motivation Behavior Modification Reinforcement theory techniques used to modify behavior Reinforcement Anything that causes a behavior to be repeated or inhibited Law of Effect Positively reinforced behavior tends to be repeated and unreinforced behavior inhibited 14 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Four Reinforcement Tools Extinction Withholding of a positive reward Punishment Imposition of unpleasant outcomes on an employee Avoidance learning Positive Reinforcement Removal of an unpleasant Pleasant and rewarding consequence once a behavior is consequences following a desired improved behavior 15 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16.7 - Changing Behavior with Reinforcement 16 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Social Learning Theory Individual’s motivation can result from the person’s observations of other people’s behavior Vicarious learning – observational learning from seeing others’ behaviors and getting rewarded for them 17 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Job Design for Motivation  Job Rotation  Job Enlargement  Job Enrichment 18 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16.8 - The Job Characteristics Model 19 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Core Job Dimensions Dimensions that determine a job’s motivational potential:  Skill variety  Task identity  Task significance  Autonomy  Feedback Based on:    Critical Psychological States Personal and Work Outcomes Employee Growth-Need Strength 20 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Innovative Ideas for Motivating  Organizations are using various types of incentive compensation to motivate employees to higher levels of performance   Variable compensation is a key motivational tool Incentive plans can backfire They should be combined with motivational ideas and intrinsic rewards and meeting higher-level needs  Incentives should reward the desired behavior 21 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16.9 - New Motivational Compensation Programs 22 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Empowering People to Meet Higher Needs  Employees receive information about company performance  Employees have knowledge and skills to contribute to company goals  Employees have the power to make substance decisions  Employees are rewarded based on company performance 23 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Giving Meaning to Work through Engagement • Instill a sense of support and meaning • Help employees develop positive relationships with colleagues and supervisors • Focus on learning, contribution, and growth 24 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part [...]... desired improved behavior 15 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16. 7 - Changing Behavior with Reinforcement 16 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Social Learning Theory Individual’s... or attraction an individual has for an outcome 12 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16. 6 - Major Elements of Expectancy Theory 13 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Reinforcement... Job Rotation  Job Enlargement  Job Enrichment 18 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16. 8 - The Job Characteristics Model 19 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Core Job Dimensions... Incentives should reward the desired behavior 21 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16. 9 - New Motivational Compensation Programs 22 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Empowering ... duplicated, or posted to a publicly accessible website, in whole or in part 16. 7 - Changing Behavior with Reinforcement 16 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied... scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16. 3 - Maslow’s Hierarchy of Needs © 2014 Cengage Learning All Rights Reserved May not be scanned,... scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16. 4 - Herzberg’s Two-Factor Theory © 2014 Cengage Learning All Rights Reserved May not be scanned,