L5 - Motivation, Performance Appraisals & Job Satisfaction

Question 1

Define motivation

Answer 1

Motivation: the force that energies people to act, direct behaviour toward the attainment of specific goals, and sustains the effort expended in reaching those goals

Question 2

Define performance appriasal

Where are performance appraisals derived from?

Are they usually objective or subjective measures?

Answer 2

Performance appraisals: the evaluation of an employee and communication of the results to that person

Performance criteria are derived from job analysis

Sometimes objective measures of performance are available, but usually evaluations are based on subjective judgements

Question 3

Define performance feedback

Answer 3

Performance feedback: the process of providing information to a worker regarding performance level with a suggestions for improving future performance

Question 4

Define job satisfaction

What 2 ways can it be measured?

What 2 ways is it often measured?

Answer 4

The positive and negative feelings and attitudes employees hold about a job

Can be measured using a global approach or a facet approach

Often measured using the Minnesota Satisfaction Questionnaire or the Job Descriptive Index

Question 5

What are the 4 theories of motivation?

Answer 5

1. Need theories
2. Behaviour-based theories
3. Job design theories
4. Cognitive theories

Question 6

Describe the NEED THEORIES of motivation

What are the 3 needs that are central to worker motivation? And what’s the overall theory called?

Answer 6

Motivation is process of the interaction among various needs and the drives to satisfy those needs

Achievement motivation theory: three needs are central to worker motivation
 Need for achievement
 Need for power
 Need for affiliation

Question 7

Describe the BEHAVIOUR-BASED THEORIES of motivation

What are the 3 types?

Answer 7

Focus on behavioural outcomes as critical to affecting work motivation

Three types:
o Reinforcement theory
 Behaviour is motivated by its consequences (e.g. positive reinforcers, negative reinforcers, punishment)

o Extrinsic vs. intrinsic motivation
 Intrinsic – motivation by internal rewards (I feel good at this job)
 Reward systems that increase extrinsic motivation may undermine intrinsic motivation

o Goal-setting theory
 Emphasises the setting of specific and challenging performance goals
 People perform better at work and are more productive when they are given specific goals and clear standards for success and failure, than when they are simply told “do your best”

Question 8

Describe the JOB DESIGN THEORIES of motivation

What 5 job characteristics contribute to motivating employers

Answer 8

The structure and design of a job are key in motivating workers

To be motivated employees must:
• Perceive work to be meaningful
• Feel responsible for the job
• Have knowledge of the results of their efforts

5 job characteristics contribute to these states: skill variety, task identity, task significance, autonomy, and feedback

Question 9

Describe the COGNITIVE THEORIES of motivation

What are the 2 types?

Answer 9

Workers viewed as rational beings who cognitively assess personal costs and benefits before taking action

Two types:
1. Equity theory
 Workers are motivated by a desire to be treated fairly
 The ratio between inputs and outcomes should be the same for all workers
 Thus, workers do adjust their productivity levels upward when they feel overpaid and downward when they feel underpaid

2. Expectancy (VIE) theory
    People are rational decision makers who analyse the benefits and costs of the possible courses of action
    Workers become motivated and exert effort when they believe that:
   • Valence: the rewards are valuable and desirable
   • Instrumentality: their performance will be recognised and rewarded
   • Expectancy: their effort will result in improved performance

Question 10

What are some different sources of performance ratings?

Answer 10

Supervisor ratings, self-evaluations, peer evaluations, subordinate evaluations, customer evaluations, 360-degree evaluations

Question 11

Describe SUPERVISOR RATINGS as a source performance ratings

Answer 11

 Are based largely on job-relevant characteristics because managers are typically knowledgeable about the job and the employee
 BUT may have a limited perspective on employee’s performance
 Very common source of ratings

Question 12

Describe SELF-EVALUATIONS as a source of performance ratings

Answer 12

 Factor into performance appraisals, but they tend to be self-serving and inflated
 Less predictive of job success

Question 13

Describe PEER EVALUATIONS as a source of performance ratings

Answer 13

 There is good agreement between ratings made by peers and those made by supervisors
 Present problems if peer are competing for job rewards

Question 14

Describe SUBORDINATE EVALUATIONS as a source of performance ratings

Answer 14

 There is good agreement between ratings made by subordinates and those made by supervisors
 In general supervisors and managers support the use of subordinate appraisals

Question 15

Describe CUSTOMER EVALUATIONS as a source of performance ratings

Answer 15

 Most appropriate when employee and customer have ongoing relationship

Question 16

Describe 360-DEGREE EVALUATIONS as a source of performance ratings

Answer 16

 Gathers ratings from all levels
 Improved reliability due to multiple evaluations, inclusion of diverse perspectives, and improved organisational communication
 Costly

Question 17

Describe some problems with performance appraisals

Answer 17

Leniency/severity/central tendency errors

Halo effects

Contrast effects

Recency effects
 Stuffed up yesterday, even though they have been perfect for the last 6 months

Causal attribution errors
 Maybe it’s a situational problem, and not the individual person that is causing problems

Personal biases
 Race, gender bias etc.

Question 18

What are solutions to the problems with performance appraisals?

Answer 18

 Making ratings shortly after observation
 Taking careful notes
 Using multiple raters
 Training raters in necessary skills
 Giving raters evaluation instruments up front

Question 19

How does job satisfaction affect job behaviour?

Answer 19

o There is a moderate positive correlation between job satisfaction and job performance
o High job satisfaction is related to prosocial behaviour. Prosocial behaviour is related to high job performance and productivity
o Low job satisfaction is related to antisocial actions and counter productive behaviours that may thwart organisational goals
o Job satisfaction and absenteeism are negatively correlated
o Low job satisfaction is related to higher rates of turnover

Question 20

How can we increase job satisfaction?

Answer 20

Changes in job structure
 Job rotating
 Job enlargement
 Job enrichment

Changing pay-structure
 Skill-based pay
 Pay-for-performance

Flexible work schedules
 Compressed workweeks
 Flextime

Benefit programs

Question 21

How to provide effective feedback to employees?

Answer 21

Effective feedback should be:
	Descriptive rather than evaluative
	Specific rather than general
	Appropriate (taking into account needs of employer, worker, situation)
	Directed towards behaviour that the worker can do something about
	Timely
	Honest
	Understood by both parties
	Proactive and coactive

Feedback should not be used as an opportunity to criticise worker