Lecture 9: Employee motivation Flashcards
Motivation
The study of work motivation is concerned with why people initiate behaviour and effort at work, and the processes that determine its intensity, direction towards goals, and maintenance over time
Personality and motivation
People who are high on conscientiousness show higer levels of motivation and performance
Self esteem and motivation
People who feel good about themselves, want to keep this feeling through high performance in the workplace so they are motivated to perform well to preserve this high selfpesteem –> consistency theory
Chronic self-esteem
Overall feeling of how you feel about yourself
Situational self-esteem
The self-esteem you feel in a particular moment can switch between moments
Socially influenced self-esteem
Relates to how your self-esteem is influenced by other people
Intrinsic motivation
A person’s internal desire to do something
Extrinsic motivation
Motivation that comes from outside the person
Pygmalion effect
People perform at the level that is expected from them
Maslow’s Needs Hierarchy
Basic needs from bottom to top
- Physiological
- Safety
- Belonging
- Self-esteem
- Self-actualization
ERG theory
- Existence (safety and physiological)
- Relatedness (belonging)
- Growth (self-esteem and self-actualization)
Two-factor Theory
- Hygiene factors (dissatisfaction)
- Motivators (satisfaction)
Hygiene factors
- Sources of job dissatisfaction
- Tend to be extrinsic factors
- e.g. Work conditions, salary, relationship with peers or supervisor
Motivators
- Sources of job satisfaction
- Tend to be intrinsic factors
- e.g. Achievement, recognition, work itself, responsibility, growth
Job characteristics theory
Jobs are motivating when they….
- Have task variety
- Have task significance
- Allow task identification
- Allow autonomy
- Provide employees with feedback
SMART goals
- Specific
- Measurable
- Attainable
- Relevant
- Time-bound
People will be more motivated when they have goals
Operant conditioning principle
People will engage in behaviour for which they are rewarded and avoid behaviour for which they are punished
The premack principle
We can get people to engage in behaviour they don’t like by reinforcing them with an opportunity to engage in behaviours they like
Individual incentive plans
- Pay for performance
- Merit pay
Pay for performance
Base the incentives on objective performance measures like sales and productivity
Merit pay
Base the incentives on performance appraisal scores (when productivity is hard to measure)
Organizational incentive plans
- Profit sharing
- Gainsharing
- Stock options
Profit sharing
Letting employees share in the profit of the organisation above a certain amount
Gainsharing
Ties groupwide financial incentives to improvements (gains) in organizational performance
Stock options
Employees are given the opportunity to purchase stock in the future (when the company does well, the value of its stock increases, as does the employees profit)
Expectancy theory
People are motivated when 3 conditions are met:
- Expectancy (will my effort lead to high performance)
- Instrumentality (will performance lead to outcomes)
- Valence (do I find the outcomes desirable)
Equity theory
Your inputs should explain differences in performance and pay and other rewards (Fair doesn’t mean equal!!)
Procedural justice
Fairness in protocols and governance in the organisation
Interactional justice
Is your supervisor communicating with you with respect
Distributive justice
Fair distribution fo rewards (equity and equality and need principles –> otherwise demotivated
What we believe about pay
- People that are actually paid above market think they are paid at the market and fairly
- People that are actually paid at the market believe that they are underpaid
- People that are actually underpaid do know that they are underpaid
