Chapter 7: Motivating Flashcards
refers to the act of giving employees reasons or incentives to work to achieve organizational objectives
Motivating
process of activating behavior, sustaining it, and directing towards a particular goal
Motivation
Factors Contributing to Motivation
Willingness
Self-confidence
Needs Satisfaction
People who like what they are doing are highly motivated to produce the expected output
Willingness to do a job
When employees feel that they have the required skill and training to perform a task, the more motivated they become
Self confidence in carrying out a task
People will do their jobs well if they feel that by doing so, their needs will be satisfied
Needs Satisfaction
Theories of Motivation
Maslow’s Needs Hierarchy Theory
Herzberg’s Two-Factor Theory
Expectancy Theory
Goal Setting Theory
theorized that human beings have five basic needs
Abraham Maslow
Five basic needs according to Maslow
physiological
security
social
esteem
self-actualization
those that are concerned with biological needs like food, drink, rest
Physiological Needs
include freedom from harm coming from the elements or from other people
Security Needs
striving to secure love, affection and the need to be accepted by peers
Social Needs
the need for positive self-image and self-respect and the need to be respected by others
Esteem Needs
involving realizing our full potential as human beings and becoming all that we are able to be
Self-Actualization Needs
Developed the Two-Factor Theory
Frederick Herzberg
indicates that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated
Two-Factor Theory
two classes of factors associated with employee satisfaction and dissatisfaction according to Herzberg
satisfiers or motivation factors
dissatisfiers or hygiene factors
is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectation to happen
Expectancy Theory
is a belief about the likelihood or probability that a particular behavioral act will lead to a particular outcome
Expectancy
the value and individual places on the expected outcomes or rewards
Valence
refers to the process of improving performance with objectives, deadlines or quality standard
Goal Setting Theory
who drew the goal setting model
Edwin A. Locke
Components of the goal setting model
Goal Content
Goal Commitment
Work Behavior
Feedback Aspects
provide the individuals with a way of knowing how far they have gone to achieving objectives
Feedback
Techniques of Motivation
Motivation Through Job Design
Motivation Through Rewards
Motivation Through Employee Participation
Other Motivation Techniques for the diverse work force
specifying the tasks that constitute a job for an individual or group
Job Design
Two approaches for motivating through job design
Fitting People to Jobs
Fitting Jobs to People
Remedies for fitting people to jobs
Realistic Job Previews
Job Rotation
Limited Exposure
where management provides honest explanations of what a job actually entails
Realistic Job Previews
Where people are moved periodically from one specialized job to another
Job Rotation
where a worker’s exposure to a highly fragmented and tedious job is limited
Limited Exposure
Ways to achieve fitting jobs to people
Job Enlargement
Job Enrichment
where two or more specialized tasks in a workflow sequence is combined into a single job
Job Enlargement
where efforts are made to make jobs more interesting, challenging, and rewarding
Job Enrichment
Classification of Rewards
Extrinsic
Intrinsic
those which refer to payoffs granted to the individual by another party
Extrinsic rewards
those which are internally experienced payoffs which are self-granted
Intrinsic rewards
specific activities identified where employees may participate:
setting goals
making decisions
solving problems
designing and implementing organizational changes
more popular approaches to participation:
quality control circles
self-managed teams
a method of direct employee participation
Quality Control Circle
consists of a group of three to ten employees, usually doing related work, who meet at regular intervals
Circle
also known as autonomous work groups or high performance teams
Self-managed teams
take on traditional managerial tasks as part of their normal work routine
Self-managed teams
Requisites to Successful Employee Participation:
profit sharing plan
long-term employment with good job security
converted effort to build and maintain group cohesiveness
protection of rights
Other motivation techniques:
Flexible Work Schedules
Family Support Services
Sabbaticals
an arrangement which allows employees to determine their own arrival and departure times within their specified limits
Flextime
is given to an employee after a certain number of years of service
Sabbatical Leave
the employee is allowed to go on leave for two months to one year with pay
Sabbatical Leave
