copy of motivating employees 2003
TRANSCRIPT
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The effort element is a measure of intensity ordrive. A motivated person tries hard. But highlevels of effort are unlikely to lead to favorable jobperformance
We must consider the quality of the effort as wellas it intensity. Effort that is directed toward, andconsistent with, organizational goals
Motivating high levels of employee performance isan important organizational problem, andmanagers keep looking for a solution
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Early Theories
Three early theories of motivation
Maslows hierarchy of needs
McGregors Theories X and Y Herzbergs motivation-hygiene
theory
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Contd.
Maslows theory that there is ahierarchy of five human needs:
physiological,
safety,
social,
esteem, and
self-actualization
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Maslow separated the five needs intohigher and lower levels;
Lower order needs are physiologicaland security needs
Higher order needs are Social,esteem and self-actualization.
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McGregors Theory X andTheory Y
Theory X
The assumption that employees dislikework, are lazy, avoid responsibility, and
must be coerced to perform
Theory Y
The assumption that employees are
creative, enjoy work, seek responsibility,and can exercise self-direction
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Contd.
Theory X assumes that lower-orderneeds dominated individuals
Theory Y assumes that higher-orderneeds dominated
McGregor believed that assumptionsof theory Y were more valid thanthose of theoryX
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Herzbergs Motivation-HygieneTheory
The motivation theory that intrinsicfactors are related to job satisfactionand motivation, whereas extrinsic
factors are associated with jobdissatisfaction;
He believes that individual attitude
towards work determined success orfailure
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MOTIVATORS(Intrinsic factors; factors relating to job
satisfaction) Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
HYGIENE FACTORS
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HYGIENE FACTORSExtrinsic factors associated with job
dissatisfaction Supervision
Company policy
Relationship with supervisor
Relationship with peers
Relationship with subordinates Working conditions
Salary
Status
Security
Personal life
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Contemporary Theories ofMotivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory Designing Motivating Jobs
Equity Theory
Expectancy Theory
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THREE-NEEDS THEORY
The motivation theory that says three acquired (notinnate) needs-achievement, power, and affiliation-are major motives in work
(N-Ach)-The drive to excel, to achieve in relation to a
set of standards, and to strive to succeed
(N-Aff)The need to make others behave in a way thatthey would not have behaved otherwise
(N-Pow)The desire for friendly and close
interpersonal relationships
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GOAL-SETTING THEORY
The proposition that specific goals increaseperformance and that difficult goals, whenaccepted, result in higher performance than doeasy goals
An intention to work towards a goal is a majorsource of motivation
Specific and challenging goals are superiormotivating forces; motivation is maximized by
difficult goals whereas achievement motivationis stimulated by moderately challenging goals
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Reinforcement Theory
The theory says that behavior is a function of itsconsequences
Behavior is externally caused
What controls behavior are reinforcers; Any
consequence immediately following a responsethat increases the probability that the behaviorwill be repeated
It ignores factors like goals, expectations andneeds; it focuses solely on what happens to aperson when he or she takes some action
How managers use reinforcers to shape behavior
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B.F.Skinner explained thereinforcement theory ;
People will most likely engage in desired
behaviors if they are rewarded in doingso; these rewards are most effective ifthey immediately follow a desiredbehavior, and behavior that is notrewarded, or is punished, is less likely tobe repeated.
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Designing Motivating Jobs
Managers are interested how to motivate people on thejob so they need to design a motivating job.
Organization is composed of thousands of tasks and ifthese tasks are aggregated into jobs;
Job design refers to the way tasks are combined toform complete jobs; Managers need to design the jobs deliberately and
thoughtfully to reflect the demands of the changingcircumstances, the organizations technology, and itsemployees skills, abilities and preferences.
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Contd.
Job Scope; The number of different tasks requiredin a job and the frequency with which those tasksare repeated.
Job Enlargement; The horizontal expansion of a jobby increasing job scope
Job Enrichment; The vertical expansion of a job byadding planning and evaluating responsibilities; itincreases job depth.
Job depth; The degree of control employees haveover their work
A framework for analyzing and designing jobs thatidentifies five primary job characteristics, theirinterrelationships, and their impact on outcomes
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Contd.
Job Characteristics Model;
A framework for analyzing and designing jobs thatidentifies five primary job characteristics, theirinterrelationships, and their impact on outcomes.
Skill Variety; The degree to which a job requires a varietyof activities so that an employee can use a number ofdifferent skills and talents
Task Identity; The degree to which a job requirescompletion of a whole and identifiable piece of work
Task Significance; The degree to which a job has a
substantial impact on the lives or work of other people
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Contd.
Autonomy; The degree to which a jobprovides substantial freedom,independence, and direction to theindividual in scheduling work anddetermining the procedures to be used incarrying it out
Feedback;The degree to which carrying
out work activities required by a job resultsin the individuals obtaining direct and clearinformation about his or her performanceeffectiveness.
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Equity Theory
Equity is related to the term of fairness and equaltreatment compared with others who behave in thesame ways.
The theory that an employee compares his orher jobs input-outcomes ratio with that of relevantothers and then corrects any inequity
J. Stacey Adams developed this theory and proposesthat employees perceive what they get from the jobsituation (outcome) in relation to what they put into
it (inputs) and then compare their input-outcomes
ratio with the input-outcomes ratios of relevantothers. If an employee perceives that his/her ratioto be equal to those of relevant others, a state ofequity exists.
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Expectancy Theory
The theory that an individual tends toact in a certain way based on theexpectation that the act will be
followed by a given outcome and onthe attractiveness of that outcome tothe individual.
Individual EffortIndividualPerformanceorganizational RewardsIndividual Goals
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Contd.
Victor Vrooms theory includes three variableor relationships; Expectancy or Effort-Performance linkage is the
profitability perceived by the individual thatexerting a given amount of effort will lead to a
certain level of performance Instrumentality or Performance-Reward Linkage is
the degree to which the individual believes thatperforming at a particular level is instrumental inattaining the desired outcome.
Vallence or Attractiveness of Reward is theimportance that the individual places on thepotential outcome or reward that can be achievedon the job.
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Integrating Contemporary Theories ofMotivation
Many of the ideas underlying thetheories are complementary andtherefore, need to fit them together
keeping the Expectancy Theory asbasic Foundation.
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Current Issues in Motivation
Cross-Cultural Challenges Designing Appropriate Reward Programs
Open-Book Management Employee Recognition Programs
Pay-for-performance Stock Option Programs
Motivating Unique Group of Workers Diverse Workforce
Professionals Contingent Workers Low-Skilled, Minimum-Wage Employee s