Employee Motivation Chapter 9 Flashcards
Employees will be motivated if
They are motivated when their expectations are met, their job aligns with their values, goals are achievable, feedback is provided, rewards are given, fairness is perceived, and coworkers are highly motivated.
What is Motivation? EPDG
The extent to which persistent effort is directed toward a goal.
Effort
Persistence
Direction
Goal
Motivation and Performance
P= K(M)
Performance= Knowledge ( Motivation)
Motivation and Performance the image
Amount of Effort
persistence of Effort
Direction of Effort
Motivation
Task. Aptitude level
Understanding .
Chance. Skill Level
.
.
.
Performance
Predisposition for motivation
Intrinsic: Inner drive, curiosity, passion.
Extrinsic: Rewards, recognition, external goals.
Personality: Traits influence motivation style.
Environment: Support and challenges shape drive.
Self-Esteem( SS,GG,S)
Self-Esteem: Success boosts confidence.
Self-Fulfilling Prophecy: Beliefs shape outcomes.
Growth: Try new things, start small.
Galatea Effect: Self-belief drives success.
Supervisors Matter: Pygmalion lifts,
Golem lowers.
Self- Esteem fill in the Blanket( The Radford)
-The Radford Self-Esteem Inventory
⚫ Your self-esteem score is _________.
⚫ To interpret your score, look at the chart below and circle where your scores fall.
⚫ Top 20% 82–100
⚫ Next 20% 78–81
⚫ Middle 20% 75–77
⚫ Next 20% 68–74
⚫ Bottom 20% 20–67
Types of Motivation E and I
Extrinsic Motivation
● Motivation that stems from outside the environment / external to
the task/goal; it is usually applied/provided by others.
Intrinsic Motivation
● Motivation that stems from the direct relationship between the
person and the task/goal; it is usually self-applied.
What is the type of your Motivation
The work Preference Inventory. Are you
Intrinsically Motivated, or
Extrinsically Motivated
Have the employee’s expectations been met?
● Have the employee’s needs, values, and wants been met?
○ Realistic job previews (RJPs)
○ Job descriptions
○ Maslow’s Needs Hierarchy
○ ERG Theory
○ Two-Factor Theory
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
Need Theories of Motivation
Motivation theories that specify the kinds of needs people
have and the conditions under which they will be motivated to
satisfy these needs in a way that contributes to performance.
Needs and Behavior and Incentives and Goals.
Maslow’s Hierarchy of needs
A five-level hierarchical need
theory of motivation, which
specifies that the lowest–level
unsatisfied need has the
greatest motivating potential.
The levels of Maslow’s Needs
Self-actualization
Esteem
Social
Safety
Physiological
Alderfer’s ERG Theory( E R G)
A three-level hierarchical need theory of motivation that allows for movement up and down the hierarchy.
Existence Needs: Physiological and Safety
Relatedness Needs: Social ( Love and Belonging) and Esteem
Growth Needs : self- Actualisation
McClelland’s Theory of Needs
Achievement: Desire for success.
Affiliation: Need for relationships.
Power: Drive to influence.
Two-Factor Theory(Hygiene factors), (Motivators)
Hygiene factors
o Pay
o Benefits
o Coworkers
o Security
o Job Policies
o Supervisor
Practices
Motivators
o Responsibility
o Growth
o Challenge
o Creativity
o Job control
o Variety
Comparison of Needs Theories( SESSP Maslow)
Self-actualization Growth Motivators
Ego Growth Motivators
Social Relatedness Hygiene Factors
Safety
Physical
Comparison of Needs Theories (GGREE)
Growth
Growth
Relatedness
Existence
Existence
Comparison of Needs Theories ( Two- Factor)(MMHHH)
Motivators
Motivators
Hygiene factors
Hygiene Factors
Hygiene Factors
McClelland’s Theory of Needs( Achievement, Power, Affiliation)
Achievement: Strive for excellence and success.
Power: Influence and make an impact.
Affiliation: Build strong relationships.
IMPLICATIONS OF NEED THEORIES( Appreciate diversity)
embracing differences and including people from all walks of life.
Process Theories
Motivation theories that specify the details of how motivation occurs.
Expectancy Theory
A process theory that states that motivation is determined by the outcomes that people expect to occur as a result of their actions
- Effort- performance relationship
- Performance -reward relationship
- Rewards - personal goals relationship
A Hypothetical Expectancy Mode
The valence of a particular
first-level outcome Instrumentalities
second-level valences = S
FORCE = FIRST-LEVEL VALENCE x EXPECTANCY
E = Expectancy
I = Instrumentality
V = Valence
Expectancy Example
● A Student might be absolutely certain (expectancy =
1.0) that she can perform at an average level
(obtaining a ‘C’) on her presentation, but less certain
(expectancy = 0.6) that she can perform at a high level
(obtaining an ‘A’) on her presentation.
Implications for School
Increase Expectancy: Support, clear goals, feedback.
Clarify Rewards: Link effort to outcomes.
Recognize Needs: Value individual differences.
Equity Theory
Motivation stems from a comparison
of the inputs one invests and the
outcomes one receives in comparison with the inputs and outcomes of another person or group.
Setting Goals( MDRTE)
Specific
⚫ Measurable
⚫ Difficult but attainable
⚫ Relevant
⚫ Time bound
⚫ Employee participation
Employee feedback
refers to offering tangible rewards or benefits to employees who exceed expectations and contribute to organizational success.
The Premack Principle(different rewards)
Different rewards work for different people.
Pair disliked tasks (e.g., studying) with preferred ones (e.g., taking out the trash).
Reinforcement Hierarchy
Most Desired
⚫ Money
⚫ Time off from work
⚫ Lunch time
⚫ Supervisor praise
⚫ Running the press
⚫ Getting printing plates
⚫ Throwing out oily rags
⚫ Typesetting
⚫ Cleaning the press
Least Desired
Incentives( F R T)
Financial
Recognition
Travel
Compensation Plan
Variable Pay: Individual (tenure, performance, skill, knowledge); Organizational (gainsharing, profit sharing, stock options)
Adjustments: Location (COLAs), Shift
Base Pay: Market value, Job evaluation
Benefits
Reward
⚫ Positive Feedback
⚫ Should be specific
⚫ Should be sincere
⚫ Should be timely
Punishment
⚫ Negative Feedback
⚫ Should be constructive
⚫ Should concentrate on behaviors
⚫ Should always be given in private
⚫ Employee self-worth
