Download - Chap010 BUS137
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning ObjectivesL01: Behaviors managers need to motivate peopleL02: Principles for setting goals that motivate employeesL03: How to reward good performance effectivelyL04: Key beliefs that affect people’s motivationL05: Ways in which people’s individual needs affect their
behavior.L06: Ways to create jobs that motivate.L07: How people assess fairness and how to achieve
fairness.L08: Identify causes and consequences of a satisfied
workforce.
10-2
Motivating for PerformanceMotivation
forces that energize, direct and sustain a person’s efforts.
Organizations want to motivate people to:Join the organization, and stayCome to work regularlyWork hard to achieve high output and high qualityExhibit good citizenship
be committed and perform above and beyond the call of duty to help the company
10-3
Goal Setting TheoryProposes that people have conscious goals that
energize them and direct their thoughts and behaviors toward a particular end
10-4
Well-crafted goals are highly motivatingMeaningfulAcceptableChallenging but AttainableSpecific and quantifiable
10-5
Stretch GoalsTargets 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 resultsHorizontal stretch goals involve people’s professional
development, such as attempting and learning new, difficult things
10-6
Reinforcing PerformanceLaw of effect
Law formulated by Edward Thorndike in 1911Behavior that is followed by positive consequences will
likely be repeatedReinforcers
Positive consequences that motivate behaviorOrganizational behavior modification (OB mod)
Application of reinforcement theory in organizational settings
10-7
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.
10-8
What do you want to reinforce?Solid solutions NOT quick fixesRisk taking NOT risk avoidingApplied creativity NOT mindless conformityDecision action NOT analysis paralysis Smart work NOT busyworkSimplification NOT needless complicationQuietly effective behavior NOT squeaky wheelsQuality work NOT fast workLoyalty NOT turnoverWorking together NOT working against
10-9
RewardsSupport the firm’s strategyRelate people’s performance in relation to strategic
objectivesCan be nonmonetary
intellectual challenge, greater responsibility, autonomy, recognition, flexible benefits, and greater influence over decisions
10-10
Should you punish mistakes?AppropriateViolation of law, ethical
standards, important safety rules
When employees perform like a slacker
InappropriateWhen poor performance
is not the individual’s fault
When managers take out their frustrations on the wrong people
10-11
How to Manage MistakesRecognize that everyone makes mistakes
Handle constructively by discussing and learning from them
Praise people who deliver based news to their bosses
Don’t punish, unsuccessful good-faith effortsEncourage people to try new things and don’t
punish them if what they try doesn’t work out.
10-12
Performance-related BeliefsExpectancy theory
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.
10-13
Effort Performance Outcome
Managerial Implications of Expectancy Theory1. Increase expectancies
Provide work environment that facilitates good performance
Set realistically attainable performance goals2. Identify positively valent outcomes
Understand want people want to get out of work3. Make performance instrumental toward
positive outcomes Follow good performance by personal recognition
and praise, favorable performance reviewers, pay increases, and other positive results
10-14
Maslow’s Need Hierarchy
10-15
Types of MotivationExtrinsic motivation
rewards given to a person by the boss, the company or some other person - EXTERNAL
Intrinsic motivation rewards a worker derives directly from performing the
job itself - INTERNAL
10-16
Designing Motivating JobsJob rotation
changing from one routine task to another to alleviate boredom
Job enlargementGiving people additional tasks at the same time to
alleviate boredomJob enrichment
Changing a task to make it inherently more rewarding, motivating, and satisfying
10-17
Herzberg’s two-factor theoryProposed two broad categories of factors that affect
people working on their jobsHygiene factor
Workplace characteristics that can make people dissatisfied Company policies, working conditions, pay, and supervision
Motivators Factors that make a job more motivating Additional job responsibilities, opportunities for personal
growth and recognition, and feelings of achievement
10-18
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.
10-19
Equity TheoryProposes that people assess how fairly they
have been treated according to two key factors1. Outcomes – various things the person receives
on the job
2. Inputs – contributions the person makes to the organization
10-20
How people restore equityReducing their inputsIncrease their outcomesDecrease others’ outcomesIncrease others’ inputs
10-21
Quality of work life programsCreate workplace that enhances employee well-being
and satisfaction
Satisfy the full range of employee needs
10-22
Feedback should…Be useful Address your employee’s request for feedback
10-24
YOU should be able toL01: Identify the kinds of behaviors managers need
to motivate peopleL02: List principles for setting goals that motivate
employeesL03: Summarize how to reward good performance
effectivelyL04: Describe the key beliefs that affect people’s
motivation
10-25
YOU should be able toL05: 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.
10-26
10-27
Test Your Knowledge
Describe the characteristics of goals that most effectively motivate people.
10-28
Test Your Knowledge
Identify four examples of people advertently
reinforcing the wrong behaviors, or
punishing or extinguishing good behaviors
10-29
Test Your Knowledge
Discuss the managerial implications of
expectancy theory. Relate them specifically
to expectancy theory.
10-30
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.
10-31
Test Your Knowledge
Compare and contrast job enlargement, job enrichment, and job rotation. Give an example
of each.
10-32
Procedural JusticeUsing a fair process in decision making and
making sure others know that the process was as fair as possible.
10-33
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?
10-34
Test Your Knowledge
Identify the cause and consequences of a satisfied workforce.
10-35