WEEK 14 - Work motivation

Question 1

Incentives

Answer 1

These are associated with a behaviour or goal. Goals may have a high or low incentive value, incentive value being reflected in the amount of effort the person will willingly expend in order to obtain the goal.

Question 2

Emotions

Answer 2

The expression of an emotion is often accompanied by physiological changes and by behaviours related to the emotion.

Question 3

Hierarchy of Needs Pyramid

Answer 3

Maslow’s (1954) theory

Question 4

Maslow’s (1954) theory Explained

Answer 4

At the base of the figure are the lower order needs which satisfy a person’s most basic needs. These give way to the so-called higher order or growth needs.

This means that an unsatisfied need becomes the dominant motivator. Once it has been satisfied then the next need in the hierarchy is activated.

Question 5

Hierarchy of Needs Pyramid support the expression ‘we work to live’?

Answer 5

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Question 6

Need theory

Answer 6

McClelland (1961) has suggested that there are three needs which are closely related to managerial behaviour. These needs are achievement, affiliation and power

Question 7

McClelland (1961) Need Theory achievement ​

Answer 7

people with a high need for achievement will weigh up the difficulty of the task and the various risks associated with it; they will also consider whether there will be any personal sense of accomplishment and satisfaction to be derived from having successfully completed the task

Question 8

McClelland (1961) Need Theory affiliation

Answer 8

People with a high affiliation motive strive for friendship, group cohesion and conformity

Question 9

McClelland (1961) Need Theory power

Answer 9

It is a need to influence others and to make others behave in ways in which they would not have otherwise behaved. Individuals high in need for power enjoy ‘being in charge’

Question 10

2 Factor Theory

Answer 10

Herzberg (1959) termed the first category of factors hygiene** or **maintenance factors because by maintaining the job environment at an acceptable level, feelings of dissatisfaction can be avoided.

The second category of factors he termed motivators because they effectively motivated people to superior job performance.

Question 11

Herzberg (1959) 2 Factor Theory

Answer 11

The implication of this theory for managerial behaviour is that once the extrinsic factors are of an acceptable standard, employers should concentrate on the motivators in order to increase productivity and efficiency.

The suggestion is that instead of merely enlarging the job so that employees are essentially doing more of the same kinds of things, the job should be enriched.

Question 12

In your experience, does everyone have the same level of motivation, and all want to do well in your workplace?

Answer 12

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Question 13

Does everyone in work respond well to be given challenging work or stretches them beyond their comfort factor?

Answer 13

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Question 14

Rational Economic Man

Answer 14

Taylor believed that men are only motivated to work because of the money they can earn. If you want them to work harder, then men will only do so if you give them a financial benefit to do so.

The Rational Economic Man simply states that people always think and behave logically

Question 15

What type of jobs best-fit Taylors ideas of how to motivate people to work harder?

Answer 15

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Question 16

How to motivate others?

Answer 16

The idea that by satisfying an employee’s needs and wants the outcome will be a more highly motivated, productive workforce has been challenged

part of the answer lies in how the employee is handled and not simply in the satisfaction of his or her wants.

Question 17

Reward−performance linkages

Answer 17

• The need for a good measure of performance.
• The ability to identify which rewards are important to particular individuals.
• The ability to control the number of rewards an individual receives. The need to enable employees to perceive the relationship between performance and rewards.
• The need to establish a climate of trust whereby employees may justifiably believe that reward will be given for good performance. The need for flexibility in the administration of rewards.
• The need to administer rewards frequently and so sustain extrinsic motivation and satisfaction

Question 18

What are the factors that influence the effectiveness of performance pay plans?

Answer 18

There is no one ‘best way’; the effectiveness of a payment plan or reward system will depend upon a number of situational conditions.

• the appropriateness of an individual versus a group or organisation-wide plan;
• how performance is to be assessed;
• the degree of trust which is obtained;
• the ability of the individual to influence the criteria upon which his or her performance is being evaluated;
• the frequency and amount of reward, i.e. reward schedule.

Question 19

Expectancy theory

Answer 19

• diagnose the needs and wants of individual members of the workgroup;
• ensure that there are outcomes from successful job performance which will fulfil those needs;
• show how subordinates can attain those outcomes;
• link successful job performance − high productivity, good quality, etc. − with desired outcomes;
• show how the effort will lead to the required level of performance

Question 20

valence−instrumentality−expectancy (VIE) theory

Answer 20

Vroom’s (1964) VIE theory covers the following:

• Instrumentality – is the belief that if we do one thing it will lead to some other outcome. For example, a student who works hard is likely to do well in exams.
• Outcomes – there are two levels of outcome first and second. So hard work or effort may lead to a superior performance (first level outcome), which in turn may lead to a promotion, a reward, an increase in pay, etc. (second level outcome).
• Valence – usually people are not neutral with respect to such outcomes; they set a particular value on them. Valence (or value) can range from 1, where an outcome is not desired, through zero, where a participant is indifferent to it, to +1 a positive attitude to ahighly valued outcome. The valences of the outcomes are summed.
• Expectancy – is the probability (ranging from 0 to 1) that a particular action or effort will lead to a first level outcome.

Question 21

Vroom’s (1964) VIE theory

Answer 21

One of the important features of VIE is the feedback mechanism. People assess whether or not they have achieved their desired goals through successful task performance. Clearly, net dissatisfaction will act to reduce an employee’s motivation to perform the job with the same level of efficiency

Question 22

managers: How To Motivate

Answer 22

• Work out what outcomes each employee values.
• Determine what kind of performance you desire.
• Make sure desired levels of performance are attainable.
• Link desired outcomes to performance.
• Analyse the total situation for conflicting expectancies.
• Make sure that second level outcomes constitute a sufficient reward.
• Check the system for equity.

Question 23

Policy: to motivate

Answer 23

• Design pay and reward schemes which reward performance and effort.
• Design jobs in a flexible way so that employees’ different needs are fulfilled.
• Know when to link rewards to group performance.
• Train managers to be more sensitive to the effect of groups on individuals’ expectancies; and to be able to align these expectancies with organisational goals and objectives.
• Train supervisors in motivational management, enabling them to set clear and achievable targets linked unambiguously to appropriate rewards; to enable the supervisor to administer rewards, thus giving him or her the power to create positive motivation through positive reinforcement in the workgroup.
• Monitor motivation regularly throughout the organisation.
• Individualise the organisation, ensuring that there is sufficient flexibility built into the system to ensure choice for employees in areas such as reward systems, fringe benefits, job assignments, etc.