Motivating for Performance

Chapter Thirteen

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Learning Objectives

LO 1 Identify the kinds of behaviors managers need to motivate in people.

LO 2 List principles for setting goals that motivate employees.

LO 3 Summarize how to reward good performance effectively.

LO 4 Describe the key beliefs that affect peoples’ motivation.

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Learning Objectives (cont.)

LO 5 Discuss ways in which people’s individual needs affect their behavior

LO 6 Define ways to create jobs that motivateLO 7 Summarize how people assess fairness and

how to achieve itLO 8 Identify causes and consequences of a

satisfied workforce

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Motivating for Performance

Motivation Forces that energize,

direct, and sustain a person’s efforts.

Managers must motivate people to: join the organization, remain in the

organization come to work

regularly

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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.

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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.

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The Consequences of Behavior

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Figure 13.1

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.

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Basic Concepts of Expectancy Theory

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Figure 13.2

Maslow’s Need Hierarchy

Maslow’s need hierarchy A conception of

human needs organizing needs into a hierarchy of five major types.

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Alderfer’s ERG Theory

Alderfer’s ERG theory A human needs

theory postulating that people have three basic sets of needs that can operate simultaneously.

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Job Rotation, Enlargement, and Enrichment

Job enrichment Changing a task to

make it inherently more rewarding, motivating, and satisfying.

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Herzberg’s 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

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The Hackman and Oldham Model of Job Design

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Figure 13.4

Achieving Fairness

Equity theory A theory stating that people assess how fairly

they have been treated according to two key factors: outcomes and inputs.

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