Chap 09 - Motivation (2)

8/9/2019 Chap 09 - Motivation (2)

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2010 Cengage Learning

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Employee Motivation


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Exercise 9.1Describe a job in which you were motivated to

perform well. Why do you think you were so

motivated?Describe a job in which you were not very

motivated? Why the lack of motivation?


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Individual Differences in

Motivation

Self-esteem

Chronic

Situational

Socially influenced

Need for achievement

Intrinsic motivation


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What is Your Level of Self-Esteem?

Exercise 9.2


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What is Your Level of Intrinsic Motivation?

Exercise 9.3


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Increasing Self-Esteem

Self-esteem workshops

Experience with success

self-fulfilling prophecy

trying new experiences and taking little steps

Supervisor behavior

Pygmalion effect

Golem effect


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Need for Achievement

McClelland (1961)

Three needs

Need for achievement

Need for affiliation

Need for power


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Employee Values and Expectations

Have the employees expectations

been met?

Realistic job previews (RJPs)

Job descriptions

Have the employees needs, values

and wants been met?

Maslows Needs Hierarchy

ERG Theory

Two-factor Theory


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Basic Biological Needs

Maslows Need Hierarchy

Safety Needs

Social Needs

Ego Needs

Self-Actualization

Needs


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ERG Theory

Growth

Relatedness

Existence


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Two-Factor Theory

Motivators

Responsibility

Growth

Challenge

Job control

Hygiene factors

Pay

Benefits

Coworkers

Security


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Comparison of Needs Theories

Maslow ERG Two-Factor

Self-actualization

Growth

MotivatorsEgo

Social Relatedness

Hygiene FactorsSafety

ExistencePhysical


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Job Characteristics Theory

Employees desire jobs that are

Meaningful

Allow autonomy

Provide them with feedback

Jobs will have motivating potential if they have

Skill variety

Task identification

Task significance


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Job Characteristics and Work Behavior

Fried and Ferris (1987) meta-analysis

Job characteristic

Correlation with Work Behavior

Satisfaction Performance Absenteeism

Skill variety .45 .09 -.24

Task identity .26 .13 -.15

Task significance .35 .14 .14

Autonomy .48 .18 -.29

Job feedback .43 .22 -.19

Motivating potential score .63 .22 -.32


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Setting Goals

Specific

Measurable

Difficult but attainable Relevant

Time bound

Employee participation


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Exercise 9.4

Setting Goals


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Providing Feedback

Positive Feedback

should be specific

should be sincere

should be timely

Negative Feedback

should be constructive

concentrate on behaviors

always give in private

Self-Regulation Theory


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Office Space (DVD Segment 13)


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9 to 5 (DVD Segment 5: The Xerox Room)


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What was wrong with the feedback in the

video clips?


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Rewarding Excellent

Performance

Timing of the reward

Contingency of the

reward

Type of reward


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The Premack Principle

Different things reinforce different people

We can get people to engage in behaviors they

don

t like (e.g., studying) by reinforcing themwith the opportunity to engage in behaviors they

like better (e.g., taking out the trash)


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Sample Reinforcement Hierarchy

- Money

- Time off from work

- Lunch time

- Working next to Wanda

- Supervisor praise

- Running the press

- Getting printing plates

- Throwing out oily rags- Typesetting

- Cleaning the press

Least Desired

Most Desired


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Your Own Reinforcement Hierarchy

Exercise 9.5


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Financial Incentive Plans

Individual Incentive Plans

pay for performance

merit pay

Organizational Incentive Plans

profit sharing

gainsharing

stock options


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Variable Pay

Individual (tenure, performance, skill and knowledge)

Organizational (gainsharing, profit sharing, stock options)

_______________________________________________

Adjustments

Location (COLAs)

Shift

________________________________________________

Base Pay

Market value

Job evaluation

Benefits


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Punishing Poor Performance


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What are the merits of rewarding good

performance versus punishing bad

performance?


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Treating Employees Fairly

Equity and Keeping Promises


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Are Rewards And Resources

Given Equitably? Equity Theory

Components

inputs

outputs

input/output ratio

Possible Situations

underpayment

overpayment

equal payment


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Equity Theory

Underpayment

Work less hard

Become more selfish

Lower job satisfaction

Overpayment

No guilt feelings

Work harder

Become more team

oriented


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Exercise 9.6

Using Equity Theory


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Expectancy Theory

Expectancy

Instrumentality Valence


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Motivation Level of Other Employees

Social Learning


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Applied I/O Psych Segment 1


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Exercise 9.7: Case Study


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Exercise 9.8: Your Own Theory


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Applied Case Study: Taco Bueno Restaurants


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Focus on EthicsMotivation Strategies


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What Do You Think?

Although there were some legal ramifications for

what Hooters did, do you think what they did to

the waitress was also unethical?

Do you think that the waitresses were lied to? If

so, do you think lying to employees is unethical?

What do you think about the motivating strategy

of allowing employees to rip off the shirts of otheremployees? Is humiliating employees ethical?


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What Do You Think?

Is it ethical to promise money or other monetarycompensation to students for studying hard? Whatif the losing students actually studied harder then

the winner, but the winner only did well becausehe/she just happened to be brighter? Would givingthat student the money be fair to the students whostudied hard?

Does the fact that these motivation techniques hadthe desired result by increasing sales or decreasingthe use of paper outweigh any negativeconsequences of such motivators?

Chap 09 - Motivation (2)

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