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Ch11 Motivating and rewarding Employee (11-3 Compare and contrast…
Ch11 Motivating and rewarding Employee
11-1 Define and explain motivation
Motivation: The process by which a person's efforts are energize, directed, and sustained toward attaining a goal
Direction
Benefits the organization
Effort that's directed toward, and consistent with, organizational goals is the kind of effort we want from employees
Persistence
We want employees to persist to achieve those goals
Energy
A motivation person puts forth effort and work hard
The quality of the effort must be considered
11-2 Compare and contrast early theories of motivation
Maslow's hierarchy of needs theory
Social
Belongingness
Acceptance
Affection
Friendship
Safety
Security and protection from harm
Assurance that physical needs will continue to be met
Esteem
Internal
autonomy
Achievement
Self-respect
External
Recognition
Attention
Status
Physiological
Drink
Shelter
Food
Sex
Sleep
Other physical requirements
Self-actualization
Achieve potential
Self-fulfillment
Growth
Be all you can be
McGregor's theory X an Y
To maximize employee motivation use Theory Y practices
Create responsible
Challenging jobs
Participate in decisions
Encourage good relations
No evidence to confirm either set of assumptions or that being a Theory Y manager is the only way to motivate employees
Human nature
Theory X
A negative view of people
Dislike work
Want to avoid responsibility
Have little ambition
Need to be closely controlled to work effectively
Theory Y
A positive view of people
Enjoy work
Seek out
Accept responsibility
Exercise self-direction
Herzberg's two-factor theory
Motivators
Work itself
Responsibility
Recognition
Advancement
Achievement
Growth
Hygiene facors
Relationship with supervisor
Working conditions
Company policy
Salary
Supervision
Relationship with peers
Personal life
Relationship with employees
Status
Security
Motivating Employees
When hygiene factors are adequate, people won't be dissatisfied, but they won't be motivated, either.
To motivate people, use the motivators
McClelland's three-needs theory
Need for power(nPow)
Need for affiliation(nAff)
Need for achievement(nAch)
11-3 Compare and contrast contemporary theories of motivation
Job design
The way tasks are combined to form complete jobs
Job characteristics model(JCM)
Critical psychological states
Experienced responsibility for outcomes of the work
Knowledge of the actual results of the work acivities
Experience meaningfulness of the work
Personal and work outcomes
High-quality work performance
High satisfaction with the work
High internal work motivation
Low absenteeism and turnover
Core job dimensions
Autonomy
Feedback
Skill variety/Task identity/Task significance
Goal-setting theory
Participation is probably preferable to assigning goals when employees might resist accepting difficult challenges
Where an employee monitors his or her own progress has been shown to be a more powerful motivator than feedback coming from someone else
Working toward a goal is a major source of job
First, goal-setting theory assumes that an individual is committed to the goal
Self-efficacy refer to an individual's belief that he or she is capable of performing a task
The value of goal-setting theory depends on the national culture
Job enrichment
The vertical expansion of a job by adding planning and evaluation responsibility
Equity theory
Distributive justice
Perceived fairness of the amount and allocation of rewards among individuals
Procedural justice
Perceived fairness of the process used to determine the distribution of rewards
Referent
The persons, systems, or selves against which individuals compare themselves to assess equity
Expectancy theory
11-4 Discuss current issues in motivating employees
Employee recognition programs
Programs that consist of personal attention an expressions of interest, approval, and appreciation for a job well done
Gramification
Applying typical aspects of game playing to other areas of activity especially in a work setting
Open-book management
A motivational approach in which an organization's financial statements(the "books") are share with all employees
Pay-for-performance programs
Variable compensation plans that pay employees on the basis of some performance measureeeeeeeeeeeeee