Mgt 4310 Week 4

Motivation  An internal state  Manager’s motivate employees by creating an environment where motivation is aligned to organizational goals.

Physiological Security Social Belonging Self-esteem Self-actualization Maslow’s Hierarchy of Needs

Physiological Safety Belongingness Self-Esteem Self-Actualization The need to develop one’s true potential and skills (creative, autonomous tasks) The need for feelings of adequacy, competence, and confidence (awards, prestigious titles, promotions) The need for social interaction, affection, friendship (opportunities to interact, supportive supervision) The need for security, freedom from anxiety, order (job security, comfortable work environment, adequate pay) The needs for survival, such as, food, water, shelter (minimum pay and existence level support)

Aldefer’s ERG Theory  Existence Needs – needs satisfied by material substances  Relatedness Needs – the need for meaningful social relationships  Growth Needs – need for developing one’s potential

Social Reinforcement Theory  Increase desirable behavior by: following with a desirable consequence (Positive Reinforcement) following with a desirable consequence (Positive Reinforcement) OrOr removing an undesirable consequence (Negative Reinforcement) removing an undesirable consequence (Negative Reinforcement)

Social Reinforcement Theory  Decrease undesirable behavior by: following with a undesirable consequence (Punishment) following with a undesirable consequence (Punishment) OrOr removing the desirable consequence (Extinction) removing the desirable consequence (Extinction)

Hertzberg  Intrinsic motivation and Extrinsic Motivation Job Design Job Design Job Breadth, Job Enlargement (variety)Job Breadth, Job Enlargement (variety) Job Depth, Job Enrichment (responsibility)Job Depth, Job Enrichment (responsibility)

Perceived Ratio Comparison a Employee’s Assessment Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < = > Inequity (Underrewarded) Equity Inequity (Overrewarded) a Person A is the employee, and person B is a relevant other or referent. Equity Theory

Expectancy Theory A. Effort-to-performance expectations B. Performance-to-outcome expectancies C. Perceived valence of outcomes Ability MotivationEffort Outcomes (rewards) Performance A person’s motivation is a function of:

Effort Performance Reward Outcome Expectancy (E) Instrumentality (I) (probability of Effort leading to Performance) Influenced by Ability (probability of Performance leading to Reward Outcome) Valence (Value of Outcome) (E > P) (P > O) Motivation Equals =

Implications of expectancy (Nadler and Lawler)  Understand outcomes valued by employees  Define desired behaviours (measurable)  Make sure performance is reachable  Link performance to outcomes  Look for conflicting expectancies (interfering outcomes)  Make rewards significant enough to be motivate  Check for equity

Goal-Setting Theory  Setting specific goals increases performance  Difficult goals result in higher performance  Feedback causes higher performance than non- feedback  Goals must be accepted by the individual - people are more committed to goals they set themselves and make public

Social Cognitive Effects: Self-Fulfilling Prophecy  When our expectations about another person cause that person to act in a way that is consistent with our expectations. Steps: Expectations formed about future performance Expectations formed about future performance Behaviour toward the person is consistent with our expectations Behaviour toward the person is consistent with our expectations Effects are produced on the person’s beliefs (self- efficacy), motivations and performance Effects are produced on the person’s beliefs (self- efficacy), motivations and performance Behaviour fulfills expectations and reinforces original perceptions Behaviour fulfills expectations and reinforces original perceptions

Creating a Motivation Model  Independent variable – a predictor variable (e.g. effort). Predicts outcomes. Normally found at the beginning of your model.  Dependent variable – an outcome or criterion variable (e.g. performance). Found at the end of your model.  Moderator variable – variables that will effect the relationship between the independent and dependent variables (e.g. ability). Normally placed at the edges of the model with links to the independent and dependent variables.  Mediator variable – a variable that links the independent and dependent variables. Found between the independent and dependent variable. The only link between the independent and dependent variable is through the mediator, otherwise the independent variable has no link to the dependent variable. EffortPerformance Satisfaction Ability

Job Characteristics Model

Job enrichment  Combine tasks  Establish client relationships  Reduce supervision  Increase autonomy and decision making  Have direct feedback on performance

Recognizing Contributions Build self-confidence through high expectations Connect performance to rewards Connect performance to rewards Use a variety of rewards Be positive and hopeful

 Within groups of about 5 members, use the process theories to: Develop a recommendation to present to the class on the way that you can motivate yourself and your classmates. Develop a recommendation to present to the class on the way that you can motivate yourself and your classmates. Make sure that you can explain the link to the theory or theoriesMake sure that you can explain the link to the theory or theories Remember the instructor is not the sole initiator of motivationRemember the instructor is not the sole initiator of motivation Ideas that can be comfortably managed will be implementedIdeas that can be comfortably managed will be implemented

Focus on whole not the individual  Issues Concentrating rewards on the Stars Concentrating rewards on the Stars Concentrating outside not inside Concentrating outside not inside Self-fulfilling prophecy gone wrong Self-fulfilling prophecy gone wrong Ignoring the culture Ignoring the culture