Chapter 15: Motivating Employees Flashcards
motivation
process by which a person’s efforts are energized, directed, and sustained toward attaining a goal
Maslow’s Hierarchy of Needs Theory
5 human needs: physiological, safety, social, esteem, and self actualization; as each need becomes satisfied, the next need becomes dominant
McGregor’s Theory X
employees dislike work, are lazy, avoid responsibility, and must be coerced to perform
(external motivation)
McGregor’s Theory Y
employees are creative, enjoy work, seek responsibility, and can exercise self-direction
(internal motivation)
Herzberg’s Two-Factor Theory (TFT)
intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are related to job
hygiene factors (TFT)
extrinsic factors that eliminate job dissatisfaction but don’t motivate
ex. salary, status, sercurity
motivators (TFT)
intrinsic factors that increase job satisfaction and motivation
ex. achievement, recognition, growth
McClelland’s Three-Needs Theory (3NT)
3 acquired (not innate) needs—achievement, power, and affiliation—are major motives in work
need for achievement (3NT)
drive to succeed and excel in relation to a set of standards
need for power (3NT)
need to make others behave in a way that they would not have behaved otherwise
need for affiliation (3NT)
desire for friendly and close interpersonal relationships
Goal-Setting Theory
specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals
Reinforcement Theory
behaviour is a function of its consequences (behaviours with good conqs repeated and bad conqs avoided)
reinforcers (RT)
consequences immediately following a behaviour that increase the probability that the behaviour will be repeated
job design
way tasks are combined to form complete jobs
job scope
number of different tasks required and frequency with which these tasks are repeated
job enlargement
horizontal expansion of a job through increasing job scope
job enrichment
vertical expansion of a job by adding planning and evaluating responsibilities
job depth
degree of control employees have over their work
5 Job Characteristics Model (JCM)
- skill variety
- task identity
- task significance
- autonomy
- feedback
skill variety
degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
task identity
degree to which a job requires completion of a whole and identifiable piece of work
task significance
degree to which a job affects the lives or work of other people
autonomy
degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out
feedback
degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance
relational perspective of work design (DMJ)
approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships
proactive perspective of work design (DMJ)
approach to job design in which employees take the initiative to change how their work is performed
high-involvement work practices (DMJ)
work practices designed to elicit greater input or involvement from workers
Equity Theory (EQT)
employee compares their job’s inputs–outcomes ratio with that of relevant others and then responds to correct any inequity
referents (EQT)
persons, systems, or selves against which individuals compare themselves to assess equity
distributive justice (EQT)
perceived fairness of the amount and allocation of rewards among individuals
(greater influence on employee satisfaction)
procedural justice (EQT)
perceived fairness of the process used to determine the distribution of rewards
(greater influence on organizational commitment, trust in managers, turnover rate)
Expectancy Theory (EXT)
individual will choose a behaviour that will maximize benefits or pleasure and minimize pain or cost
ex. working long hours = increase salary or promotion
expectancy/effort–performance linkage (EXT)
probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance
improve performance: provide training
instrumentality/performance–reward linkage (EXT)
degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome
increase performance will lead to rewards: give promised rewards
valence/attractiveness of reward (EXT)
importance that the individual places on the potential outcome or reward that can be achieved on the job and considers both goals and needs of the individual
meaningful rewards: give valued rewards
4 Motivation issues today
- Motivating in tough economic circumstances
- Managing cross-cultural motivational challenges
- Motivating unique groups of workers
- Designing effective rewards programs
Motivating in Tough Economic Circumstances
- requires meetings
- open lines of communication
- getting employees inputs on issues
- creating common goals
- continued encouragement
Managing Cross-Cultural Motivational Challenges
ex. Japan and Mexico security needs is foundational level
Motivating Unique Groups of Workers
- diverse workforce
- professionals
- temporary workers
- min-wage employees
motivating a diverse workforce
- men want autonomy
- women want flexible work hours and good interpersonal relationships
- genz want jobs they can express themselves and practice good ethics
motivating professionals
work bc they actually like their job and not for the money and like challenges and want to be recognized for their work
motivating temporary workers
- include opportunity for perm position
- opportunity for training
- fair treatment
motivating min-wage employees
- employee recognition programs
* praising them
Designing Effective Rewards Programs
- open-book management
- employee recognition programs
- pay-for-performance programs
open-book management
organization’s financial statements are shared with all employees
employee recognition programs
provide managers with opportunities to give employees personal attention and express interest, approval, and appreciation for a job well done
pay-for-performance programs
variable compensation plans that pay employees on the basis of some performance measure
