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Learning Objectives
L01: Identify the kinds of behaviors managers need to motivate people
L02: List principles for setting goals that motivate employees
L03: Summarize how to reward good performance effectively
L04: Describe the key beliefs that affect people’s motivation
10-1
Learning Objectives
L05: Discuss ways in which people’s individual needs affect their behavior.
L06: Define ways to create jobs that motivate.
L07: Summarize how people assess fairness and how to achieve fairness.
L08: Identify causes and consequences of a satisfied workforce.
10-2
10-3
Motivating for Performance Motivation – forces that energize, direct and
sustain a person’s efforts. Organizations want to motivate people to:
Join the organizationRemain in the organizationCome to work regularlyWork hard to achieve high output and high qualityExhibit good citizenship by being committed and
performing above and beyond the call of duty to help the company
10-4
Goal Setting Theory
Proposes that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end
10-5
Well-crafted goals are highly motivating Meaningful Acceptable Challenging but Attainable Specific and quantifiable
10-6
Stretch Goals
Targets that are exceptionally demanding, and that some people would never even think of.Vertical stretch goals are aligned with
current activities including productivity and financial results
Horizontal stretch goals involve people’s professional development, such as attempting and learning new, difficult things
10-7
Test Your Knowledge
Describe the characteristics of goals that most effectively motivate people.
10-8
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
Organizational behavior modification (OB mod) – The application of reinforcement theory in organizational settings
10-9
The Consequences of Behavior
10-10
Key Consequences of Behavior1. Positive reinforcement - applying a
consequence that increases the likelihood that the person will repeat the behavior that led to it.
2. Negative reinforcement - removing or withholding an undesirable consequence.
3. Punishment - administering an aversive consequence.
4. Extinction - withdrawing or failing to provide a reinforcing consequence.
10-11
What do you want to reinforce? Solid solutions instead of quick fixes Risk taking instead of risk avoiding Applied creativity instead of mindless
conformity Decision action instead of paralysis of
analysis Smart work instead of busywork Simplification instead of needless
complication
10-12
What do you want to reinforce? Quietly effective behavior instead of
squeaky wheels Quality work instead of fast work Loyalty instead of turnover Working together instead of working
against
10-13
Rewards
Should support the firm’s strategy Should relate people’s performance in
relation to strategic objectives Can be nonmonetary (intellectual
challenge, greater responsibility, autonomy, recognition, flexible benefits, and greater influence over decisions)
10-14
Should you punish mistakes?Appropriate
Violation of law, ethical standards, important safety rules
When employees perform like a slacker
Inappropriate
When poor performance is not the individual’s fault
When managers take out their frustrations on the wrong people
10-15
How to Manage Mistakes Recognize that everyone makes mistakes and
that mistakes can be dealt with constructively by discussing and learning from them
Praise people who deliver based news to their bosses
Don’t punish, unsuccessful good-faith efforts Encourage people to try new things and don’t
punish them if what they try doesn’t work out.
10-16
Feedback should…
Provide useful feedback Pay attention to your employee’s
request for feedback
10-17
Where can you get feedback from? Customers Work statistics Production data Supervisors Self assessment Peers
10-18
Test Your Knowledge
Identify four examples of people advertently
reinforcing the wrong behaviors, or
punishing or extinguishing good behaviors
10-19
Performance-related Beliefs Expectancy theory: proposes 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.
10-20
Expectancy Theory Three events
Effort PerformanceOutcome
BeliefsExpectancy – employees’ perception of the likelihood
that their efforts will enable them to attain their performance goals
Instrumentality – the perceived likelihood that performance will be followed by a particular outcome
10-21
Expectancy Theory
10-22
Managerial Implications of Expectancy Theory1. Increase expectancies - provide a work
environment that facilitates good performance and set realistically attainable performance goals
2. Identify positively valent outcomes – Understand want people want to get out of work
3. Make performance instrumental toward positive outcomes – Make sure that good performance is followed by personal recognition and praise, favorable performance reviewers, pay increases, and other positive results
10-23
Test Your Knowledge
Discuss the managerial implications of
expectancy theory. Relate them specifically
to expectancy theory.
10-24
Maslow’s Need Hierarchy
10-25
Maslow’s Need Hierarchy1. Physiological – food, water, sex, and shelter
2. Safety – 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 one’s full potential, becoming everything one is capable of being
10-26
Alderfer’s ERG Theory
Proposes that people have three basic sets of needs that can operate simultaneously
Existence: material and physiological desiresRelatedness: relationships with other peopleGrowth: full utilization of personal capacities and
developing new capacities
10-27
McClelland’s Theory
Need for Achievement – strong orientation toward accomplishment and an obsession with success and goal attainment
Need for Affiliation - strong desire to be liked by other people
Need for Power - desire to influence or control other people
10-28
Test Your Knowledge
A difference between Maslow's Need Hierarchy and Alderfer's ERG Theory is that A) ERG theory states that various needs operate simultaneously. B) Maslow's hierarchy has more scientific validity. C) Maslow's hierarchy reminds managers that even if one need seems to motivate people, other needs may still need attention. D) ERG theory focuses on five levels of need. E) only Maslow's theory serves to remind managers of the types of reinforcers that can be used to motivate people.
10-29
Types of Motivation
Extrinsic motivation – rewards given to a person by the boss, the company or some other person
Intrinsic motivation – rewards a worker derives directly from performing the job itself
10-30
Designing Motivating Jobs 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 enrichment: Changing a task to make it inherently more rewarding, motivating, and satisfying
10-31
Herzberg’s two-factor theory Proposed two broad categories of factors
that affect people working on their jobs: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.
10-32
Hackman and Oldham Model of Job Enrichment
10-33
Hackman and Oldham Model Three critical psychological states
They believe they are doing something meaningful because their work is important to other people
They feel personally responsible for how the work turns out.
They learn how well they performed their jobs.
10-34
Hackman and Oldham ModelFive core job dimensions
1. Skill variety – different job activities involving several skills and talents
2. Task identity – the completion of a whole identifiable piece of work
3. Task significance – an important, positive impact on the lives of others
4. Autonomy – independence and discretion in making decisions
5. Feedback – independence and discretion in making decisions
10-35
What is 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.
10-36
Why empowerment encourages employees? They perceive meaning in their work; their
jobs with skill They feel competent, or capable of
performing their jobs with skill They have a sense of self-determination, of
having some choice in regard to the tasks, methods, and pace of their work
They have an impact – that is, they have some influence over important outcomes
10-37
Test Your Knowledge
Compare and contrast job enlargement, job enrichment, and job rotation. Give
an example of each.
10-38
Equity Theory Proposes that people assess how fairly
they have been treated according to two key factors outcomes and inputs
1. Outcomes – various things the person receives on the job
2. Inputs – contributions the person makes to the organization
10-39
Equity Equation
Their own Outcomes/Inputs
Versus
Others’ Outcomes/Inputs
10-40
How people restore equity Reducing their inputs Increase their outcomes Decrease others’ outcomes Increase others’ inputs
10-41
Procedural Justice
Using a fair process in decision making and making sure others know that the process was as fair as possible.
10-42
Test Your Knowledge
Describe a time when you felt unfairly treated and explain why. How did you respond to the inequity? What other
options might you have had?
10-43
Job Satisfaction
Job dissatisfaction leads to: higher turnover, higher absenteeism, less good citizenship among employees, etc.
Dissatisfied workers negatively impact organizations, especially relationship-oriented service organizations
10-44
Eight categories of needs addressed by QWL
1. Adequate and fair compensation.
2. A safe and healthy environment.
3. Jobs that develop human capacities.
4. A chance for personal growth and security.
5. A social environment that fosters personal identity, freedom from prejudices, a sense of community, and upward mobility.
6. Constitutionalism, or the rights of personal privacy, dissent, and due process.
7. A work role that minimizes infringement on personal leisure and family needs.
8. Socially responsible organizational actions.10-45
Quality of work life programsCreate workplace that enhances employee
well-being and satisfaction
Satisfy the full range of employee needs
10-46
Psychological Contract
A set of perceptions of what employees owe their employers and what their employers owe them.
10-47
Test Your Knowledge
Identify the cause and consequences of a satisfied workforce.
10-48
YOU should be able to
L01: Identify the kinds of behaviors managers need to motivate people
L02: List principles for setting goals that motivate employees
L03: Summarize how to reward good performance effectively
L04: Describe the key beliefs that affect people’s motivation
10-49
YOU should be able to
L05: Discuss ways in which people’s individual needs affect their behavior.
L06: Define ways to create jobs that motivate.
L07: Summarize how people assess fairness and how to achieve fairness.
L08: Identify causes and consequences of a satisfied workforce.
10-50