module5 practise

7/23/2019 Module5 Practise

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Motivation:Organizational Applications

Organizations:Behavior, Structure, Processes


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Learning Objectives

Explaindifferences between social learningtheory and reinforcement theory

Discusshow self-managing can be useful indeveloping a motivation program

Describehow expectancy, equity, and goal-setting theories are used to motivateemployees

Defineintrinsic and extrinsic rewards andhow these rewards influence employeemotivation


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6-3

Learning Objectives

Explainreward programs found inhigh-performance organizations

Understandthe strengths and weaknessesof nontraditional reward programs


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6-4

The Sage of Stock Options

Stock options Have replaced salary

and bonuses asthe most significant

part of executive pay Place a lien against the company

When exercised, reduce the valueof other stock shares

May reward one person and distress others


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Learning

One of the fundamental processesunderlying behavior and motivation A relatively enduring change in behavior

occurs as a result of practice

Changes in behavior that characterizelearning may be Adaptive and promote effectiveness

Non-adaptive and ineffective


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Social Learning

Behavior is acquired through observationand imitation of others in a social context Continuous interaction of cognitive,

behavioral, and environmental determinants

Can be positive or negative


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Social Learning

Social learning theory introduces Vicarious learning (modeling) Symbolism

Self-control

Self-efficacy, a central part of sociallearning theory, has three dimensions Magnitude

Strength Generality


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Pygmalion Effect

Pygmalion Effect

The enhanced learning orperformance that results from

others having positive

expectations of us.


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Operant Conditioning

Learning that occurs as a consequenceof behavior Operants are behaviors that can be

controlled by altering reinforcers and

the punishments that follow them Behavior modification

An approach to motivation that uses

principles of operant conditioning Learning by reinforcement


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Example of Operant Conditioning

S1

Memoinstructing

subordinate toprepare budget

Conditionedstimulus

R1

Preparingweeklybudgets

Conditionedoperant

response

R2

A sense ofsatisfaction

Unconditionedresponse

S2

Receivingvalued

praise from

superior

Reinforcingstimulus

Antecedent Behavior Consequence


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Principles of Operant Conditioning

Positive reinforcement Action that increases the likelihood of a behavior

Negative reinforcement Strengthens a behavior because the behavior

removes some painful or unpleasant stimulus

Punishment Undesirable consequence that results in the

suppression of the behavior that brought it about

Extinction Decline in response rate due to non-reinforcement


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Behavior Modification

Identify and define the specific behavior Can it be seen? Can it be measured?

Measure or count occurrencesof the pinpointed behavior Provides a baseline from which to

determine if the behavior is changing


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Applied Behavior Modification

Conduct ABC analysis of the behavior A = analyzing the antecedents B = pinpointing critical behaviors

C = associated consequence

Then Develop an action plan and strategies

Evaluate the behavior


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Performance Analysis Questions

Antecedent Do employees know what is expected? Are the standards clear?

Have they been communicated?

Are they realistic? Behavior

Can the behavior be performed?

Could employees do it if their livesdepended on it?

Does something prevent its occurrence?


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Performance Analysis Questions

Consequence Are consequences weighted in favor ofperformance?

Are improvements being reinforced?

Are improvements noted, even when theemployee is below company standards?

Is reinforcement specific?


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Applied Behavior Modification

Managers Step-by-Step Procedure

Feedback to make changes

Pinpoint

specificbehavior

Evaluatecritical behavior

Comparebaseline vs.after-actionbehaviors

Measure,count, andformulate

baselinepoint

for criticalbehaviors

Perform theABC analysis

AntecedentBehaviorConsequence

Form actionplan, strategies

Positive

reinforcementNegative reinforcementExtinctionPunishment


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ABC Analysis - Absenteeism Problem

AANTECEDENT(S)

Family problemsPersonal health

IllnessJury duty

No transportationCompany policies

Group normFriends visiting

Injured on way to workHangover

No child care facilitiesLack of proper tools/clothing

BBEHAVIOR(S)

Staying homeShopping

OversleepingGetting up lateAttending sporting event

Working at homeVisiting

Serving on juryIn emergency roomAt doctors office

CCONSEQUENCE(S)

Public reprimandPrivate reprimand

Written record & reprimandReduction in pay

SuspensionFiring

Social isolation from group


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Reinforcement Theory

Research results Strong evidence that OBM makes apositive contribution to organizationalbehavior

Absenteeism rates, quality of production,and employee safety behaviors improve


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Criticisms Bribery, not a real change in behavior Reinforcements not linked to beliefs,

values, or mental processes

Self-reinforcement ignored Behavior becomes too dependent on

the reinforcer and wont occur without it

Perceptual differences in utilization of

positive reinforcement


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When expressing appreciation andreinforcing good behavior Describe the desired behavior in

specific terms, not generalization

Explain why the behavior is goodfor the organization

Include a personalexpression of thanks


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Behavioral Self-Management (BSM)

Facing response alternatives that havedifferent consequences

Selecting or modifying behavior bymanaging Cognitive processes

Causes

Consequences


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Kafners Self-Regulation Model

Self-reinforcement

I really did anoutstanding job. Theboss smiled when we

were talking about myperformance. Hesreally a lot like Tony

(previous boss).

Self-monitoring

A new boss - Iwonder whethermy performance

will be goodenough. I hope so.

Stage 1 Stage 2 Stage 3Self-evaluation

I was considered anexcellent performerby Tony (previous

boss). He knew my

quantity and qualityof output were

excellent. I need tofind out what the new

boss considersexcellent in terms of

quantity and quality.


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Goal-Setting Theory: Key Concepts

Goal setting The process of establishing goals

Conscious goals Goals that a person is trying to achieve and

is aware of when directing behavior Goal specificity

Level of performance required to achieve

the goal


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Goal-Setting Theory: Key Concepts

Goal difficulty Level of performance required to achieve a

goal

Goal intensity

Process of setting a goal or determininghow to reach it

Goal commitment

Amount of effort used to achieve a goal


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Goal Setting: Core Steps

1. Specificity

2. Difficulty3. Intensity4. Commitment

1. Frequency

2. Exchange of ideas

3. Modifications

1. Discussion

2. Analysis3. Development4. Recycling

Improved

motivation toPerformPlanOrganizeControl

Goal-Setting

AttributesIntermediate

Review

Final

Revie

w

AnticipatedResults

Feedback


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Goal Setting Research

Locke and associates found that Specific goals lead to higher output than do

vague goals

Achieving goals provides workers with a

sense of achievement, recognition, andcommitment

Having a goal allows workers to comparetheir performance with that of others


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Goal Difficulty-Performance Relationship

Need achievement

High

Jobperform

ance

Low

Easy Moderate HardGoal difficulty


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Expectancy theory

High

Jobperform

ance

Low

Easy Moderate Hard


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Goal-setting theory

High

Jobperform

ance

Low

Easy Moderate Hard

Goal difficulty

A = Performanceof committedperson with ability

B= Performanceof committedperson working atfull capacity

C= Performanceof person lackingcommitment

B

A

C


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Participation Factor

Conflicting theories Latham when goal difficulty is held

constant, there is no difference in goalcommitment or performance, whether the

goal is assigned or set participatively Erez participation in goal setting is crucial

to goal commitment

Findings of experiments Participation had no effect on goal

commitment or performance


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Individual Differences

Participation in goal setting mayincrease job performance Social factor of group discussion

Motivational factor of being involvedin the goal-setting process

Cognitive factor of information sharing


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Individual Differences

Social and motivational factorsincrease Performance quantity

Learning the task

Goal acceptance Group commitment

Satisfaction

Conflicting goals Can lead to decreased performance,

regardless of goal commitment, goalimportance, or strategies used


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Criticisms of Goal Setting

Goal setting Complex and difficult to sustain

Works well for simple jobs, but not forcomplex jobs

Encourages game playing. Is used as another check on employees

Goal accomplishment

Can become an obsession


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Motivation Theory: Key Conclusions

Managers Can influence employee motivation

Must remember that ability, competence,and opportunity all affect motivation

Must continually monitor employees needs,abilities, goals, preferences

Must channel self-motivated behaviorinto productive results


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Motivation Theory: Key Conclusions

Managers Are role models who influence employee

motivation

Must provide incentives for employees

Should establish moderately difficult goalsto direct behavior

Should provide jobs that offer equity, taskchallenge, diversity, need satisfaction

Must energize, sustain, and directmotivation


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Organizational Reward Systems

Main objectives of reward programs Getting qualified people to join the

organization

Keeping employees

coming to work Motivating employees

to achieve high levelsof performance


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The Reward Process

Feedback

Motivation to

exert effort

Performance

results:individual

Ability

and skill

Experience

Performance

evaluation

Satisfaction

Intrinsic

rewards

Extrinsic

rewards


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Lawlers Conclusions

Reward satisfaction is influenced by How much is received and how much

the person feels should be received

Comparisons with others

People differ in the Rewards they desire

The importance they place on them

Some rewards are satisfying becausethey lead to other rewards


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Reward Packages

Any reward package should be Sufficient to satisfy basic needs

Considered equitable Individually oriented


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Extrinsic and Intrinsic Rewards

Extrinsic Rewards Salary, wages, fringe benefits

Interpersonal rewards

Recognition and promotions

Intrinsic Rewards Completion

Achievement

Personal growth Autonomy


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Rewards, Turnover, Absenteeism

Managers can

Influence employee attendance behavior

Punish, establish bonuses, and allowemployee participation in developing plans

Absenteeism reduction is determined by The perceived value of the rewards

The amount of the rewards

Whether employees see a relationshipbetween attendance and rewards


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Rewards and Job Performance

Key points Each person has different needs and

perceptions, so outcomes have differentvalues

Managers must consider individualdifferences when choosing rewards

Valued rewards can result in the exertion ofeffort and high levels of performance


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Commitment Attitudes

Commitment to an organizationinvolves... A sense of identification with

the organizations goals

Involvement in organizationalduties

A feeling of loyalty for theorganization


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Organizational Commitment

Use intrinsic rewards to developorganizational commitment Provide achievement opportunities

Recognize achievement when it occurs

Develop intrinsic reward systems that focuson personal importance or self-esteem


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Reward Systems & High Performance

New, innovative, but untested rewardsystems Cafeteria-style fringe benefits

Banking time off

Skill-based pay Gainsharing


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