1. Motivation Organizational Effectiveness

2. How Workers Feel About Their Jobs Survey of 2,408 in 1995 Satisfaction: Satisfaction: –Usually look forward to going to work:66% –Don’t look forward to going to work:34% Participation: Participation: –Think involvement is important:55% –Have a lot of direct involvement:28% Loyalty: Loyalty: –Feel a lot of loyalty to their employer:54% –Feel they can trust their employer:38%

3. Personality and Perception Environment  Culture  Experiences Heredity Personality Perception

4. Order of Importance of Various Job Factors Job Factors Survey of Employees Survey of Bosses Full appreciation of work done 18 Feeling of being in on things 210 Sympathetic help on personnel problems 39 Job security 42 Good wages 51 Interesting work 65 Promotional growth in organization 73 Personal loyalty to employees 86 Good working conditions 94 Tactful disciplining 107 Source: A. I. LeDue, Jr., 1980.

5. Ways of Eliciting Feedback 1. Surveys—Closed or Open-ended 2. Interviews 3. Focus Groups 4. Confrontation Meetings

6. Summary of Reinforcement Contingencies Label Effect on Behavior Nature of the Contingency 1. Positive increases Correct response is followed by a positive reinforcing stimulus. 2. Punishment decreases Behavior is followed by an aversive stimulus. 3. Escape increases An aversive stimulus is present and the correct response terminates it. 4. Avoidance increases An aversive event will occur unless the correct response is made. 5. Extinction decreases The behavior is ignored. No reinforcement is associated with the response.

7. Schedules of Reinforcement and Their Effects on Behavior Continuous reinforcement schedule. Reinforcement follows every correct response. Continuous reinforcement schedule. Reinforcement follows every correct response. –Produces a steady rate of performance as long as reinforcement continues to follow every response. –High frequency of reinforcement may lead to early satiation –Behavior extinguishes rapidly when reinforcement is terminated. –Best schedule for teaching new behavior. Time Reinforcement is terminated Responses per hour

8. Schedules of Reinforcement and Their Effects on Behavior Fixed ratio (FR). A fixed number of responses must be made before a reinforcement occurs. Fixed ratio (FR). A fixed number of responses must be made before a reinforcement occurs. –Tends to produce a vigorous and steady rate of response that is higher than continuous reinforcement. –Tends to extinguish rapidly when reinforcement is terminated. Variable ratio (VR). A varying or random number of responses must be made before reinforcement occurs. Variable ratio (VR). A varying or random number of responses must be made before reinforcement occurs. –Capable of producing a very high rate of response that is vigorous, steady, and resistant to extinction. Variable Interval (VI). The first correct response after a varying or random interval of time is reinforced. Variable Interval (VI). The first correct response after a varying or random interval of time is reinforced. –Capable of producing a very high rate of response that is vigorous, steady, and resistant to extinction. Time Reinforcement is terminated Responses per hour

9. Schedules of Reinforcement and Their Effects on Behavior Fixed Interval (FI). The first response after a fixed period of time is reinforced. Fixed Interval (FI). The first response after a fixed period of time is reinforced. –Produces an uneven response pattern that varies from a very slow, lethargic response rate immediately following reinforcement to a fast, vigorous response rate immediately preceding reinforcement. Time Length of fixed interval Responses per hour

10. Summary Motivation Model 1.Effort ExpectancyInstrumentalityValence 6.Rewards 5.Organizational Structure and Culture 4.Work Design Satisfaction 7.Equity Comparisons Extrinsic Intrinsic PerformanceX 3.Goal Setting SpecificityDifficultyAcceptanceCommitment 2.Ability SkillsTraining

11. Implications from Theory and Research on How to Motivate Others 1. Set clear and specific goals with employees. 2. Employees should feel that they can accomplish the goals. Thus they need to have the ability, training, and resources to succeed. 3. Job design, organizational culture, and structure should facilitate the achievement of the goals. 4. Goal accomplishment should be linked with salient internal and external rewards. 5. Inappropriate behaviors can be eliminated by punishment or by failing to reinforce them. 6. Rewards should be seen as being fair.

12. Advantages of Specialization 1. Learning time is reduced 2. Workers don’t spend time changing jobs 3. Increased proficiency 4. New technologies are more compatible with specialized jobs 5. Supervisors have more control over employee behavior

13. Disadvantages of Specialization 1. Workers often can’t control the pace of the work. 2. Repetitiveness can lead to boredom and poor quality. It also may result in health problems. 3. Workers only use a narrow set of skills. They may be able to do more. 4. Since workers see only a small part of the process, they may not be able to solve problems or improve productivity/quality very effectively. 5. Workers often experience low social interaction. 6. Workers may not be encouraged to think on the job.

14. How to Enrich Jobs 1. Accountability 2. Achievement 3. Control over Resources 4. Feedback 5. Personal Growth and Development 6. Control over Work Pace

15. Job Characteristics Model Combining tasks Skill variety Dependable performance Forming natural work units Task identity Meaningful Establishing client relationships Task significance Good attendance Vertical loading AutonomyResponsibility High satisfaction Opening feedback channels Feedback Knowledge of results Spontaneous and innovative behaviors Job redesign methods Core job dimensions PsychologicalstatesWorkoutcomes Personalvalues

16. Why Performance Appraisals? 1. To recognize and reward good performance 2. To make decisions regarding promotions and hiring 3. To provide individuals with feedback to help in their development 4. To identify training and other needs for individuals and the organization 5. To obtain data for human resource planning

17. Problems with Appraisals 1. Evaluation and feedback are poor (see exhibit in text) 2. The atmosphere in the interview is highly defensive and not constructive 3. The rating system used is not linked to the desired behaviors 4. The behaviors that are being measured and rewarded are not linked to the organization’s mission and goals

18. Types of Compensation Individual Incentives: Individual Incentives: 1.Salary 2.Merit Pay 3.Bonuses/Stock 4.Piece-Rate 5.Commission 6.Skill-Based Pay 7.Knowledge-Based Pay Group Incentives: Group Incentives: 1.Merit Pay 2.Bonuses 3.Piece-Rate 4.Commissions Company-Wide Incentives: Company-Wide Incentives: 1.Profit Sharing 2.Gain Sharing 3.Scanlon Plans 4.Bonuses/Stock or Stock Options

19. Solving Performance Problems 1. Describe the situation 2. Diagnose whether it’s an ability or motivation problem 3. Use joint problem solving to come up with solutions to the problem 4. Communicate consequences for the problem 5. Handle emergent problems (but don’t get deflected from the core problem) 6. Decide who will do what by when and follow up

20. Effective Punishment 1. Timely—Occurs immediately after the mistake 2. Unpleasant but not severe 3. Should focus on the particular act/behavior 4. Should be consistent across persons and time 5. Inform the person what he/she did wrong and how they can change/improve 6. Punishment should occur in a supportive environment 7. Punishment should not be followed by undeserved rewards

21. Progressive Discipline 1. Verbal Warning 2. Verbal Reprimand 3. Written Reprimand 4. Suspension 5. Discharge