Exam #2 Flashcards
Why study motivation?
If we understand why people behave the way they do, managers can exercise leadership and grow employee engagement
Daniel Pink
Studied what motivates people
Rote Tasks v. Brainpower
Rote taskes motivated by money; Money decreases performance for brainpower tasks
What motivates us?
Self-direction (autonomy); Mastery (being good at something); Purpose (working toward something worthwhile)
Two attitudes that relate to performance
Job Satisfaction (how happy are you?); Employee Engagement (how motivated are you?)
Job Satisfaction Indicators
Positive attitude; Work matches needs/interests; Good working conditions; Good pay/benefits; Like for co-workers/boss
What makes work meaningful?
Being self-aware (understanding strenghts); Hope (optimism for goals); Resonant Environment (energized, exciting, efficient); Inspirational leadership (respectful); Ethical organization
Intrinsic Motivation
“Self-satisfaction” feeling you get from work; No external rewards besides feeling of acomplishment
Extrinsic Motivation
Motivation that comes from outside of yourself– reward, compliment, increased status; Comes from someone else
Maslow’s Hierarchy of Needs
LESS POPULAR: Physiological Needs (basic needs); Safety Needs (safe environment); Belongingness Needs (acceptance by peers); Esteem Needs (positive self-image/attention); Self-Actualization Needs (needs for self fulfillment)
Hierarchy and Jobs
Heat/Air/Base Salary; Safe work/benefits/job security; Co-workers/Supervisors; Recognition/Increased responsibility; Opportunity for training/growth
What is the Two-Factor Theory?
Motivators; Hygiene Factors
Motivators
Factors that positively motivate such as recognition, responsibility, achievement, opportunities for growth
Hygiene Factors
Factors that create/eliminate job dissatisfaction but don’t result in job motivation; Ex: pay, working conditions, co-workers, job security
Three Needs Theory
Needs for Achievement (challenges, personal goals, success); Need for Affiliation (warm, fulfilling relationships); Need for Power (Influence, control, responsibility, social status)
Equity Theory
All about people’s perceptions of fairness (are you getting what you deserve?)
TAT Projective Test
Look at pictures of people alone or working with groups; asked to write short story describing what is happening in pictures
Motivating Behavioral Change
Theories resulting from psychology/research help explain how people can change behavior as a result of experience, consequences, and practices
Changing Behavior with Reinforcement
Positive Reinforcement; Avoidance Learning (stop criticizing); Punishment (negative statements); Extinction (no raise)
HR Techniques to Motivate
Job Enrichment (opportunities for learning, leadership or travel); Job Enlargement (growing a job by combining from smaller to bigger); Job Rotation (increasing satisfaction through change of jobs)
Employee Engagement
Large range shows connection between high engagement and financial success; Drives ethical behavior
What companies lead in employee engagement?
Gallup, Towers Watson, Aon Hewitt
Engagement Spectrum
Engaged (passionate, driven, goes extra mile); Not Engaged (Put in time but not energy); Actively Disengaged (negative and sabotages, no loyalty)
Engagement History
Became issue in 1930; “War for Talent” (used for modern engagement studies)
Why do companies care about engagement?
Huge cost of employee turnover (150% of salary)
Why manage performance?
Aligns organization behind goals; Drives behavior; Motivates employees and rewards them
Traditional Performance Management Programs
Establish goals for departments and individuals; Track progress throughout year; Measure end results; Reward efforts
Peter Drucker
Austria 1909-2005; Management consultant/author/educator; Considered father of modern management
What were some Peter Drucker’s big ideas?
Management by objectives; Knowledge by workers; Decline of blue collar; Outsourcing; Decentralization; Importance of culture
Drucker’s MBO Process Cycle
Set Corporate Objectives –> Set & Align Employee Objectives –> Monitor Performance –> Evaluate Performance –> Reward Employees
360 Degree Feedback
Collect feedback on individual from variety of sources (self, manager, co-workers, customers, etc.)
Rank and Yank System
Forced distribution; Pro: forces managers to have touch discussions w/ employees; Cons: Breeds mistrust among employees and management
Rank and Yank Categories
A (top 20% loved and nurtured); B (middle 70%, must improve performance); C (bottom 10% fired)
Compensation is a Critical Motivator
Helps attract/retain high-performance employees, impacts performance; Ex: salary, bonus, commissions, stock options
Factors that Influence Pay/Benefits
Employee tenure/performance; Job type/skill; Industry; Unionized; Labor intensitivity ; Management philosophy; Geographic Location; Company Performance; Company Size
Organization Levels
Customers/Clients; Operating Workers (front line); Team Leaders/Managers; Top Executives; Board of Directors
What does the Board of Directors do?
Provide guidance; Oversee corporate; Approve strategy; Approve compensation; Oversee policy/finances; Act in interests of shareholders
Alan Mulally
Oakland, CA 1945 –> Lawrence, Kansas; Graduated from U of KS & MIT; Joined Boeing 1969 –> Candidate for CEO 2005; President/CEO of Ford 2006
Who hired Alan Mulally?
Bill Ford– great-grandson of Henry Ford; Supreme Act of Humility
Bill Ford
1957 Detroit; Son of Ford and Firestone (tires); Joined Ford in 1979; Chairman 1998, CEO 2001; Went to Ford Headquarters after accident occurred
Mulally’s Revolution at Ford
Communicate and inspiring vision; Make your values known; Live it; Think win-win
Level 5 Leaders (Jim Collins)
Highly Capable Individual (uses talent and knowledge to contribute); Contributing Team Member (individ. capabilities); Competent Manager (organizes for efficiency); Effective Leader (committed to higher standard); Level 5 Executive (builds greatness through will)
Competency
Capability/Ability; Both intent (willingness to do something) and action (actually doing it); Directly linked to performance
Kinds of Compentencies
Threshhold (necessary to do job/bare minimum); Differentiating (set someone apart with outstanding performance); Technical (tools specific to field); Cognitive (seeing big picture); Relational (strong relationships)
Keys to Effective Leadership
Emotional Competence (EQ– effective leadership); Power (influential leadership); Ethics (responsible leadership)
Power
Ability to get people to do what you want by challenging how they think, feel, or act; Effective (increases good decisions, engagement, good workplace); Abusing (victim mentality, discourages engagement, encourages disloyalty)
Disengaged to Highly Engaged
Isolates, Bystanders, Participants, Activists, Diehards
Feedback
Info given to you by manager/peers about performance; Advice on how to be good at job
Managers & Feedback
Essential to motivate; Many managers don’t give it because of time, uncomfortable, or not good at it; Ask for it if not given
Managers vs. Leaders
Managers (control people/production, allocate resources, appeal to brain); Leaders (guide and inspire, appeal to hearts)
Managers vs. Leaders Tasks
Managers (problem solve, seek order, concerned w/ how things get done, involved w/ daily action); Leaders (motivate, comfortable w/ uncertainty, function well in chaos, focused on future/culture/people)
Emotional Intelligence (EQ)
Different way of being smart; How well we handle self/others; We learn it with maturity; More important that EQ
EQ & Managing People
Major factor in business success; Key to managing and leadership
EQ Misconceptions
Not just about being nice (may involve confronting); Not about giving free rein to emotions (manage feelings); Women are not better than men (usually equally good and managing EQ)
How to improve EQ
(1) Become emotionally literate (know what you’re feeling); (2) Take responsibility for feelings; (3) Use feelings to help make decisions; (4) Show respect for other people’s feelings; (5) Validate what other people feel (understand, empathize)
Corporate Culture
How things are done; Starts with vision of founder; Supported by slogans/rituals/values/beliefs; Integrated into performance management system; Difficult to change once in place
Cultural Leaders
Articulate vision people can connect with; Encourage daily activities relating to vision; Culture reflects personality of leader
Examples of Great Cultural Leaders
Thomas Edison, Jack Welch, Jeff Immelt (GE); Bill Hewlett, Dave Packard (HP); Steve Jobs (Apple); Herb Kelleher (SW Airlines); Walt Disney
Levels of Culture
Visible– above water line (dress, office layout, slogans, websites, logos); Invisible– below water line (deep values/beliefes like 3M or J&J)
IBM Cultural Transformation
Lou Gerstner CEO 1993-2002; Shifted culture from over-thinking everything to not being perfect but delivering fast; 100% of variable pay based on how well company was doing (encouraged teamwork)
Adhocracy Culture
External focus with need to detect/interpret/translate signals quickly; Employees can make decisions; Customer response highly valued; Managers reward creativity/risk-taing; Ex: Marriott, Nordstrom
Market Culture
External/Result-Oriented without need for flexibility; Value competition/aggression/personal initiative; Emphasizes winning and meeting ambitious goals; Ex: American Express, Citigroup, GE
Clan Culture
Focused on involvement and participant of employees to meet changing needs; Family-like and caring; Values cooperation, consideration, avoidance of status differences; Ex: Google, Wawa, Starbucks
Hierarchy Culture
Focus on stable environment; Values “following rules”; Orderly/Rational way of doing things; Ex: Government (military/nuclear power plants/hospitals)
Cultural Elements
Heroes (W. Disney); Myths and Stories (H. Ford $5/day so everyone could afford car); Taboos (Google: Do no evil); Symbols (Nike check)
Important Today
Innovation; Ethics/Sustainability; Customer Service; Diversity; Holistic mind/body/spirit
Researching Culture
Read press about company; Read website of company; Ask employees; Ask interviewers
HR’s Role in Creating Culture
Partner with leaders to determine best culture; Recruit people who fit culture; Design performance management system; Control behavior through rules; Design programs and succession plans
