Goals
• Many different ways to motivate employees.
• People have preferences for different types of motivation.
• Link Motivation to leadership style
• Link Motivation to organizational culture.
Performance
• Performance = motivation X ability X situational factors (leadership support, resources, peer support, etc).
• Attributions.• Ability is relatively fixed. Ability linked to wages. • Supervisors can work largely on motivation or
situational factors. In this class focus on leadership support and peer support (teams). Other classes resource (ex. MIS).
Motivation is important in management
• Basic job motivation. Most firms have average workers. Exceptional firms motivate average workers. (note some firms have high pay and select talented employees).
• Change efforts
• Supervision is easier if people are trying.
Intrinsic vs. Extrinsic Motivation
• Intrinsic Motivation being driven by positive feelings associated with doing well on a task or job
• Extrinsic Motivation motivation caused by the desire to attain specific outcomes
8-18
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A Model of Intrinsic Motivation
Sense ofChoice
Sense ofCompetence
Sense ofMeaningfulness
Sense ofProgress
Opportunity Rewards
Accomplishment Rewards
From Task
Activities
From Task
Purpose
8-19Figure 8-6
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.
The Job Characteristics Model
High work
effectiveness
High growth satisfaction High general job satisfaction
High intrinsic work motivation
Outcomes
Knowledge of the actual results of the work activities
Experienced responsibility for outcomes of the work
Experienced meaningfulness of work
Criticalpsychological
state
Feedback from job
Autonomy
Skill variety Task identity Task significance
Core job
characteristics
Moderators1. Knowledge and skill2. Growth need
strength3. Context satisfaction
8-15Figure 8-5
McGraw-Hill
Advantages of intrinsic Motivation
• Low cost
• Persistence is high
• Unleash employees for change.
• Builds relationships internally and externally
Intrinsic Motivation
• Often ignored in today’s work environment.
• Its what many of the best firms do! Very few average or below average firms do not.
• Not leadership per se but more organizational culture.
• Leadership style needs to be supportive to create the culture.
Negative and Positive Inequity
A. An Equitable Situation
SelfSelf OtherOther
$2
1 hour
= $2 per hour$4
2 hours
= $2 per hour
9-5Figure 9-1
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Factors Considered When Making
Equity Comparisons
Challenging assignments
Experience
Fringe benefitsEducation/training
Pay/bonusesTime
OutcomesInputs
Time off with pay/Job securityRecognition
Past Performance Ability and Skill
Effort
9-2Table 9-1
McGraw-Hill .
Pleasant/safe working environment
Loyalty to organization
Status symbolsSeniority
Career advancement/promotions
Creativity
OutcomesInputs
Opportunity for personal growth/development
Age
Factors Considered When Making
Equity Comparisons
9-3Table 9-1 cont.
McGraw-Hill
Since perceptual many ways to manage
Ask for a raise; ask for a new title;seek outside intervention
3) Person can attempt to increase his or her outcomes
Don’t work as hard; take longer breaks
2) Person can attempt to increase his
or her inputs
Work harder; attend school or a specialized program
1) Person can increase his or her inputs
ExamplesMethods
Ask for less pay4) Person can decrease his or her outcomes
9-9Table 9-2
l
Management
• Perceived Justice is important to employee.
• Some are more equity sensitive than others.
• Depends.
• Some questions. Debate if pay should be made public. What would equity theory suggest?
• Susan is a single parent. She needs to come in late to drop her kids at school. How do you manage this? How could equity theory guide your choices?
• Can you be best friends or have intimate relations with your one subordinate?
• Here is a tough one. Which leadership style is most equity sensitive? Least equity sensitive?
Expectancy theory is closely linked to reward theory.
• Assumes People will do what is most rewarding for them.
• So as students, choice to work and earn more money or study.
• Work for a course where all get As or course where full range distribution.
• Work in a course where can get an A or work in a course where lucky to get B but unlikely to fail.
Employees make the same choices.
• What gets you ahead on your job. Playing golf with your boss or doing a good job.
• Your job is MIS systems. You are the nerd of all nerds. Love programming and hate people. Job requires meeting clients needs. Spend more time programming or talking to clients?
Vroom’s Expectancy Theory
•Expectancy belief that effort leads to a specific level of performance
•Instrumentality a performance outcome perception
•Valence the value of a reward or outcome
9-14
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Factors that Influence and Employee’s Expectancy
Perceptions• Self-esteem• Self-efficacy• Previous success at the task• Help received from a supervisor and
subordinates• Information necessary to complete
the task• Good materials and equipment to do
work with
9-15
Factors that influence Instrumentalities
• Written statements/policies
• Historical evidence.
• Past perceptions from experiences of self and others
• Role ambiguity
Managerial implications
• Make reward systems explicit and clear.• Make job standards explicit and clear.• Prepare people to succeed at job
standards.• Links to which leadership style.• Expectancies are supervisory based.
Instrumentalities can be supervisor or organizational culture.
Prerequisites to Linking Performance and Rewards
Managers should: Develop and communicate
performance standards Give valid and accurate
performance ratings Determine the relative mix
of individual vs. team contribution to performance and reward accordingly
Use the performance ratings to differentially allocate rewards among employees
9-20
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MBO/Goal Setting
• My favorite extrinsic mode of motivation.
• Effective managers work with subordinates to set specific, objective performance standards. All jobs.
• Retails sales easiest.
• Police officer
• Football athletic trainer.
Locke’s Model of Goal Setting
Encouraging thedevelopment of goal-attainment strategies
or action plans
Increasingone’s persistence
Regulatingone’s effort
Directingone’s attention
Goalsmotivate the
individualby...
Taskperformance
9-22Figure 9-3
Insights from Goal Setting Research
1) Difficult goals lead to higher performance2) Specific, difficult goals lead to higher
performance for simple rather than complex tasks
3) Feedback enhances the effect of specific, difficult goals
4) Participative goals, assigned goals, and self-set goals are equally effective
5) Goal commitment and monetary incentives affect goal-setting outcomes
9-24Table 9-4
.
MBO
• Starts at the top. Officers set strategic goals. Target. 5% revenue Growth through repeat customers -- quality and choice at a low price.
• Store manager goals
• Dept manager goals
• Floor attendants goals
• Check out goals
Goes beyond goals
• Goals are a tool to both motivate and identify performance problems (performance management).
• Goals setting done jointly long time frame.
• Monitor (indirectly) if goals are being attained.
• Provide feedback daily, weekly, monthly
• Supervisor monitors.
• Gives recognition if goals on target
• Problems solves if goals are not on target. Done in supportive manner. What does supervisor need to do to help? What does subordinate need to do to help?
• Bonuses given if goals are met.
Managerial implications
• Steps to adoption are specific and clear.
• Monitoring and feedback.
• Leadership style.
• Organizational culture.