men management

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Bateman Snell

Management

5thEdition

Competingin theNew Era


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Part FourChapter 13 - Motivating for Performance

Chapter OutlineSetting the Stage - Motivation at Lincoln ElectricMotivating for PerformanceSetting GoalsReinforcing PerformancePerformance-Related BeliefsUnderstanding People’s NeedsDesigning Motivating JobsAchieving FairnessJob Satisfaction


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Learning ObjectivesLearning Objectives

After studying Chapter 13, you will know: the kinds of behaviors managers need to motivate in people how to set challenging, motivating goals how to reward good performance the key beliefs that affect people’s motivation the ways in which people’s individual needs affect their

behavior how to create a motivating, empowering job how people assess fairness the causes and consequences of a satisfied workforce


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Motivating For PerformanceMotivating For Performance

Motivation forces that energize, direct, and sustain a person’ efforts highly motivated people, with adequate ability and

understanding of the job, will be highly productive managers must know what behaviors they want to motivate

people to exhibit


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Companiesmust

motivateworkers to:

Join theorganization

Remain in theorganization

Exhibit goodcitizenship

Achieve highoutput

Come to workregularly

Behaviors That Companies Want Employees To Exhibit

Behaviors That Companies Want Employees To Exhibit


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Setting GoalsSetting GoalsGoal setting theory

people have conscious goals that energize them and direct their thoughts and behaviors toward one end

Goals that motivate goals should be acceptable to employees goals should be challenging but attainable goals should be specific, quantifiable, and measurable

Limitations of goal setting individualized goals create competition and reduce cooperation single productivity goals interfere with other dimensions of

performance


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Reinforcing PerformanceReinforcing Performance

Law of effect behavior that is followed by positive consequences probably

will be repeatedReinforcers

positive consequences that motivate behaviorOrganizational behavior modification (OB Mod)

application of reinforcement theory in organizational settings influences people’s behavior and improves performance by

systematically managing work conditions and the consequences of people’s actions


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Reinforcing Performance (cont.)Reinforcing Performance (cont.)

Consequences of behavior positive reinforcement - applying valued consequences that

increase the likelihood that a person will repeat the behavior that led to it

negative reinforcement - removing or withholding an undesirable consequence

can involve the threat of punishment punishment - administering an aversive consequence extinction - withdrawing or failing to provide a reinforcing

consequenceSometimes the wrong behaviors are reinforced


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Behavior

Positive reinforcementor

negative reinforcement

Same behaviorlikely to be

repeated

Same behaviorless likely to be

repeated

Punishmentor

extinction

The Consequences Of Behavior The Consequences Of Behavior


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Performance-Related BeliefsPerformance-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

expectancy - employees’ perception of the likelihood that their efforts will enable them to attain their performance goals

instrumentality - perceived likelihood that performance will be followed by a particular outcome

valence - value an outcome holds for the person contemplating it

for motivation to be high, expectancy, instrumentalities, and total valence of all outcomes must all be high


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Performance-Related Beliefs (cont.)

Performance-Related Beliefs (cont.)

Expectancy theory (cont.) managerial implications of expectancy theory

increase expectanciesidentify positively valent outcomesmake performance instrumental toward positive outcomes


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OutcomeEffort Performance

InstrumentalityExpectancy

Basic Concepts Of Expectancy Theory

Basic Concepts Of Expectancy Theory


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Understanding People’s NeedsUnderstanding People’s NeedsContent theories

indicate the kinds of needs that people want to satisfy the extent to which and the ways in which a person’s needs are

met or not met affect her/his behavior on the jobMaslow’s need hierarchy

human needs are organized into five major typesphysiological - food, water, sex, and shelter safety or security - protection against threat and deprivationsocial - friendship, affection, belonging, and loveego - independence, achievement, freedom, recognition, and self-esteem

self-actualization - realizing one’s potential


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Understanding People’s Needs (cont.)


Maslow’s need hierarchy (cont.) postulates that people satisfy these needs one at a time, from

bottom to toppeople motivated to satisfy lower needs before they try to satisfy higher needs

once satisfied, a need is no longer a powerful motivator not altogether accurate theory of human motivation nonetheless, made three major contributions

identified important need categorieshelped to think in terms of lower- and higher-level needsincreased salience of personal growth and self-actualization


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Alderfer’s ERG theory postulates that people have three basic need sets

Existence needs - material and physiological desiresRelatedness needs - involve relationships with other peopleGrowth needs - motivate people to productivity or creativity

postulates that several different needs can be operating at once

has greater scientific support than Maslow’s hierarchyboth theories remind managers of the types of reinforcers or rewards that can be used to motivate people




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GrowthSelf-actualization

Comparison Of Maslow’s Need Hierarchy And ERG Theory

Comparison Of Maslow’s Need Hierarchy And ERG Theory

Relatedness

Ego

Social

Existence

SafetyPhysiologicalMaslow Alderfer


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Understanding Poeple’s Needs (cont.)

Understanding Poeple’s Needs (cont.)

McClelland’s needs achievement - strong orientation toward accomplishment,

and obsession with success and goal attainment affiliation - strong desire to be liked by other people power - desire to influence or control other people

personalized power - negative force expressed through the manipulation and exploitation of others

socialized power - channeled toward the constructive improvement of organizations and societies

Need theories: International perspectives need importance varies from country to country not all people are motivated by the same needs


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Designing Motivating JobsDesigning Motivating Jobs

Rewards may be available from the nature of the job extrinsic reinforcers - reinforcement provided to a person by

the boss, the company, or some other person intrinsic reward - derived directly from performing the job

itselfessential to the motivation underlying creativity

the result of a challenging problem the result of work that is exciting in and of itself

‘mechanistic’ approach to job design - characterizes a demotivating job

highly specialized, simple and routineresults in employee dissatisfaction, absenteeism, and turnover


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Designing Motivating Jobs (cont.)Designing Motivating Jobs (cont.)Job rotation

changing from one routine task to another to alleviate boredomcan benefit everyone when done properly

Job enlargement giving people additional tasks at the same time to alleviate

boredomadditional tasks at the same level of responsibility

Job enrichment changing a task to make it inherently more rewarding,

motivating, and satisfyingadds higher levels of responsibility


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Designing Motivating Jobs (cont.)Designing Motivating Jobs (cont.)Herzberg’s two-factor theory

distinguished between two broad categories of factors that affect people working on their jobs

hygiene factors - characteristics of the workplace make people unhappy will not make people truly satisfied

motivators - characteristics of the job itself when present, jobs presumed to be both satisfying and motivating

theory has been widely criticized nevertheless, highlights the distinction between extrinsic and

intrinsic rewardsreminds managers that worker motivation depends on more than extrinsic rewards


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Designing Motivating Jobs (cont.)Designing Motivating Jobs (cont.)The Hackman and Oldham model of job design

well designed jobs produce three critical psychological statesmeaningfulness - believe that work is important to other peopleresponsibility - feel personally responsible for how the work turns out

knowledge of results - know how well the job was performed psychological states produced by five core job dimensions

skill variety - different job activities involving several skillstask identity - completion of a whole, identifiable piece of worktask significance - important impact on the lives of othersautonomy - independence and discretion in making decisionsfeedback - information about job performance


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Designing Motivating Jobs (cont.)Designing Motivating Jobs (cont.)

The Hackman and Oldham model of job design (cont.) effective job enrichment increases all five core dimensions effectiveness of a job enrichment program depends on a

person’s growth need strengthgrowth need strength - degree to which individuals want personal and psychological development


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Skill VarietyTask IdentityTask Significance

Autonomy

Feedback From Job

Meaningfulnessof Work

Responsibility for Work OutcomesKnowledge of

ResultsMODERATORS

Knowledge and Skill

Growth Need Strength

High Internal Motivation

High GrowthSatisfaction

High Job Satisfaction

Core JobCharacteristics

CriticalPsychological

StatesOutcomes

The Hackman And Oldham Model Of Job Design

The Hackman And Oldham Model Of Job Design


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Designing Motivating Jobs (cont.)Designing Motivating Jobs (cont.)Empowerment

process of sharing power with employees enhances beliefs about being influential contributors

employees perceive meaning in workemployees feel competentemployees derive a sense of self-determinationemployees believe they have an impact on important decisions

empowering environment provides information required to perform at one’s best knowledge available about how to use the information employees have the power to make decisionsemployees receive rewards for contributions


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SpecificActions ToEmpower

Provide morefreedom of access

to resources

Provide morefreedom of access

to people

Allowindependent

judgment

Assignnonroutine

jobs

Reduce thenumber of

approval steps

Reduce thenumber of rules

Increase signature authority

at all levels

Define jobsmore broadly as

projects

Actions That Empower Employees

Actions That Empower Employees


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Achieving FairnessAchieving FairnessEquity theory

people assess how fairly they have been treated according to two key factors

outcomes - various things the person receives on the jobinputs - contributions the person makes to the organization

people expect the outcomes they receive to be proportional to the inputs they provide

people also pay attention to the outcomes and inputs of others

Assessing equity

equity exists when the ratios are equalassessments of equity are subjective perceptions or beliefs

Inputs

OutcomesOthers'versus

Inputs

OutcomesownTheir


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Achieving Fairness (cont.)Achieving Fairness (cont.)

Restoring equity inequity causes dissatisfaction and leads to attempts to

restore balance to the relationship a variety of behavioral and perceptual options may be used to

restore equityalter Person’s ratio

reduce inputs - give less effort, perform at lower levels, quit increase outcomes - request higher grade, better pay

alter Other’s ratio decrease outcomes increase inputs


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Achieving Fairness (cont.)Achieving Fairness (cont.)

Fair process procedural justice - using a fair process in decision making

and making sure others know that the process was as fair as possible

fair processes make unfair outcomes more palatableexplain how a decision is mademake an unbiased decisionoffer a chance to voice complaintscollaborate in making decision


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Job SatisfactionJob Satisfaction

Correlates of job satisfaction job satisfaction is unrelated to job performance the greater the job dissatisfaction:

the higher turnoverthe higher absenteeismthe lower corporate citizenshipthe more grievances and lawsuitsthe higher the probability of a strikethe more likely that stealing and/or vandalism will occurthe poorer the mental and physical health of the workers


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Job Satisfaction (cont.)Job Satisfaction (cont.)

Quality of work life (QWL) programs designed to create a workplace that enhances

employee well-being organizations differ drastically in their attention to QWL

Psychological contracts a set of perceptions of what employees owe their employers,

and what their employers owe themhas important implications for employee satisfaction/motivation

versus

Benefits provided bythe organization

Benefits promised bythe organization

Contributions providedby the employee

Contributions promisedby the employee


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Qualityof Work

Life

Constitutionalism

Minimum infringe-ments on personaland family needs

Chance for personalgrowth and security

Jobs develophuman

capacities

Socially responsibleorganizational

actions

Safe andhealthy

environment

Adequate and faircompensation

Supportivesocial

environment

Categories Of Quality Of LifeCategories Of Quality Of Life

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