MotivatingPeople

LearningObjectivesLO1

Understandprinciplesforsettinggoalsthatmotivateemployees.LO2

Giveexamplesofhowtorewardgoodperformanceeffectively.LO3

Describethekeybeliefsthataffectpeople’smotivation.LO4

Explainwaysinwhichpeople’sindividualneedsaffecttheirbehavior.LearningObjectives(cont.)LO5

Definewaystocreatejobsthatmotivate.LO6

Summarizehowpeopleassessandachievefairness.LO7Identifycausesandconsequencesofasatisfiedworkforce.MotivatingPeopleMotivationForcesthatenergize,direct,andsustainaperson’sefforts.Managersmustmotivatepeopleto:Jointheorganization,RemainintheorganizationCometoworkregularlySettingGoalsGoal-settingtheoryAmotivationtheorystatingthatpeoplehaveconsciousgoalsthatenergizethemanddirecttheirthoughtsandbehaviorstowardaparticularend.FourCharacteristicsof

MotivationalgoalsExhibit11.1SettingGoalsStretchgoalsTargetsthatareparticularlydemanding,sometimeseventhoughttobeimpossible.ReinforcingPerformanceLawofeffectAlawformulatedbyEdwardThorndikein1911statingthatbehaviorthatisfollowedbypositiveconsequenceswilllikelyberepeated.ReinforcersPositiveconsequencesthatmotivatebehavior.Question ___________isthewithdrawingorfailingtoprovideareinforcingconsequence.PositivereinforcementNegativereinforcementPunishmentExtinctionReinforcingPerformancePositivereinforcementapplyingaconsequencethatincreasesthelikelihoodofapersonrepeatingthebehaviorthatledtoitNegativereinforcementRemovingorwithholdinganundesirableconsequence.ReinforcingPerformancePunishmentAdministeringanaversiveconsequence.ExtinctionWithdrawingorfailingtoprovideareinforcingconsequence.TheConsequencesofBehaviorExhibit11.2TheGreatestManagement

PrincipleintheWorldPerformance-RelatedBeliefsExpectancytheoryAtheoryproposingthatpeoplewillbehavebasedontheirperceivedlikelihoodthattheireffortwillleadtoacertainoutcomeandonhowhighlytheyvaluethatoutcome.IfYouTryHard,WillYou

Succeed?ExpectancyEmployees’perceptionofthelikelihoodthattheireffortswillenablethemtoattaintheirperformancegoals.Question ___________isthevalueanoutcomeholdsforthepersoncontemplatingit.ExpectancyValenceInstrumentalityAnticipation

IfYouTryHard,WillYou

Succeed?InstrumentalityTheperceivedlikelihoodthatperformancewillbefollowedbyaparticularoutcome.ValenceThevalueanoutcomeholdsforthepersoncontemplatingit.BasicConceptsof

ExpectancyTheoryExhibit11.3ManagerialImplicationsof

ExpectancyTheoryIncreaseexpectanciesIdentifypositivelyvalentoutcomesMakeperformanceinstrumental

towardpositiveoutcomesMaslow’sNeedHierarchyMaslow’sneedhierarchyAconceptionofhumanneedsorganizingneedsintoahierarchyoffivemajortypes.MaslowArrangedNeeds

inaHierarchyPhysiological

-food,water,sex,andshelter.Safety

orsecurity-protectionagainstthreatanddeprivation.Social-friendship,affection,belonging,andlove.Ego-independence,achievement,freedom,status,recognition,andselfesteem.Self-actualization-realizingone’sfullpotential,becomingeverythingoneiscapableofbeing.Alderfer’sERGTheoryAlderfer’sERGtheoryAhumanneedstheorypostulatingthatpeoplehavethreebasicsetsofneedsthatcanoperatesimultaneously.Alderfer’sERGTheoryExistenceneedsallmaterialandphysiologicaldesires.Relatednessneedsinvolverelationshipswithotherpeopleandaresatisfiedthroughtheprocessofmutuallysharingthoughtsandfeelings.Growthneedsmotivatepeopletoproductivelyorcreativelychangethemselvesortheirenvironment.McClellandSaidManagersSeek

Achievement,Affiliation,andPowerNeedforachievementastrongorientationtowardaccomplishmentandanobsessionwithsuccessandgoalattainment.NeedforaffiliationreflectsastrongdesiretobelikedbyotherpeopleNeedforpoweradesiretoinfluenceorcontrolotherpeopleDesigningJobsthatMotivateExtrinsicrewardsRewardsgiventoapersonbytheboss,thecompany,orsomeotherperson.IntrinsicrewardRewardaworkerderivesdirectlyfromperformingthejobitself.ManagersCanMakeWork

MoreVariedandInterestingJobrotationChangingfromonetasktoanothertoalleviateboredomJobenlargementGivingpeopleadditionaltasksatthesametimetoalleviateboredom.ManagersCanMakeWork

MoreVariedandInterestingJobenrichmentChangingatasktomakeitinherentlymorerewarding,motivating,andsatisfying.HerzbergProposedTwoImportant

Job-RelatedFactorsHygienefactorsCharacteristicsoftheworkplace,suchascompanypolicies,workingconditions,pay,andsupervision,thatcanmakepeopledissatisfied.MotivatorsFactorsthatmakeajobmoremotivating,suchasadditionaljobresponsibilities,opportunitiesforpersonalgrowthandrecognition,andfeelingsofachievementTheHackmanandOldhamModelofJobDesignExhibit11.5TheHackmanandOldhamModelofJobEnrichmentSkillvarietydifferentjobactivitiesinvolvingseveralskillsandtalents.Taskidentitythecompletionofawhole,identifiablepieceofworkTasksignificanceanimportant,positiveimpactonthelivesofothersTheHackmanandOldhamModelofJobEnrichmentAutonomy

independenceanddiscretioninmakingdecisions.Feedback

informationaboutjobperformanceTheHackmanandOldhamModelofJobEnrichmentGrowthneedstrengthThedegreetowhichindividualswantpersonalandpsychologicaldevelopment.EmpowermentEmpowermentTheprocessofsharingpowerwithemployees,therebyenhancingtheirconfidenceintheirabilitytoperformtheirjobsandtheirbeliefthattheyareinfluentialcontributorstotheorganization.AchievingFairnessEquitytheoryAtheorystatingthatpeopleassesshowfairlytheyhavebeentreatedaccordingtotwokeyfactors:outcomesandinputs.AchievingFairnessOutcomesrefertothevariousthingsthepersonreceivesonthejob:recognition,pay,benefits,satisfaction,security,jobassignments,andpunishmentsInputsrefertothecontributionsthepersonmakestotheorganization:effort,time,talent,performance,extracommitment,andgoodcitizenshipProceduralJusticeProceduraljusticeUsingfairprocessindecisionmakingandmakingsureothersknowthattheprocesswasasfairaspossible.QualityofWorkLifeQualityofworklife(QWL)programsProgramsdesignedtocreateaworkplacethatenhancesemployeewell-being.QWLProgramsAdequat