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W8: MOTIVATING STAFF (CONTENT THEORIES :warning: (ALDERFER ERG THEORY…

- - - - Desire to control other ppl, influence their behaviour, responsible for them
      - 2 Forms
        
        Personal power: exploitative and involves manipulation for pure sake of personal gratification
        
        Social power: use power in socially responsible way, directed towards group/organisational objectives rather than personal ones - IS ESSENTIAL TO MANAGERIAL LEADERSHIP.
- - - - Extrinsic rewards: are externally administered. are valued outcomes given to someone by another person
      - Intrinsic rewards: are self-administered (feeling of competency, personal development and self-control ppl experience in their work)
      - is a work outcome of positive value to the individual
  - - - Employees are motivated by challenging jobs which enables them to grow and learn
      - We want to make sense of the world around us
    - - Rooted in the fight or fight response against external threats
      - In organisations, often manifested in resistance towards change
    - - Tendency to bond with parents, kinship group (ho hang) or tribe
      - Feeling that they belong to the organisation -> boost in levels of motivation
    - - Both physical goods (food, cars...) and experiences (travel, promotion)
      - Social comparison drives us to acquire more things
      - Acquiring scarce goods bolster our sense of well-being
- - - - MOTIVATION = MANAGING FAIRLY
      - Organisational justice: ppl's perception of fairness in organisations, consisting of perceptions regarding how decisions are made concerning the distribution of outcomes.
    - - Goal-setting theory :
        
        Task goals can be highly motivating. Goals give direction to ppl in their work and clarify performance expectations
        
        Opportunity to receive feedback on goal achievement is essential to motivation
      - Goal-setting conditions
        
        Specific exact level of attainment
        
        Difficult: dependent on skill and experience of worker
        
        Accepted tell vs tell and sell
        
        Feedback about progress: provides knowledge of results
    - - Instrumentality (phuong tien)
        
        Belief that successful performance will be followed by rewards
        
        To maximise: Make the person confident in understanding which rewards & outcomes will follow performance accomplishments => Clarify psychological contracts, communicate performance & outcome possibilities, Demonstrate rewards
      - Valence (hoa tri)
        
        The value a person assigns (an dinh) to the possible rewards and other work-related outcomes
        
        To maximise: Make the person understand the value of various possible rewards and work outcomes => Identify individual needs, Adjust rewards to match these needs
      - Expectancy
        
        Belief that working hard will result in a desired level of task performance being achieved (effort-performance expectancy)
        
        To maximise: Make the person feel competent & capable of achieving the desired performance level => select & train workers with ability, support work efforts, clarify performance goals
      - MOTIVATION = EXPECTANCY x INSTRUMENTALITY x VALENCE ==> A zero at any location on the right hand side will result in ZERO motivation