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Motivating and Rewarding Employees (Early theories of motivation…
Motivating and Rewarding Employees
Motivation
Description
The process by which a person's efforts are energized,directed,and sustained toward attaining a goal
3 Key elements
Direction
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 in putting forth effort to achieve those goals.
Energy
Energy element is a measure of intensity or drive.
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
Status
Recognition
Attention
Physiological
Drink
Shelter
Food
Sex
Sleep
Other physical requirements
Self-actualization
Self-fulfillment
Achieving potential
Growth
McGregor's Theory X and Theory Y
Theory X
A negative view of people that assumes workers have little ambition,dislike work,want to avoid responsibility,and need to be closely controlled to work effectively.
Theory Y
A positive view that assumes employees enjoy work,seek out and accept responsibility,and exercise self-direction.
Herzberg's Two-Factor Theory
Description
Herzberg's motivation theory,which proposes that intrinsic factors are related to job satisfaction and motivation,whereas extrinsic factors are associated with job dissatisfaction
2 Factors
Motivators
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Hygiene factors
Supervision
Company policy
Relationship with supervisor
Working conditions
Salary
Relationship with peers
Personal life
Relationship with employees
Status
Security
Satisfaction vs. Dissatisfaction
Traditional view
Herzberg's view
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
The need to make others behave in a way that they would not have behaved otherwise
Need for affiliation
nAff
The desire for friendly and close interpersonal relationships
Need for achievement
nAch
Description
The drive to succeed and excel in relation to a set of standards
nAch has been researched the most
Receiving rapid and unambiguous feedback on their performance in order to tell whether they're improving
Moderately challenging goals
Jobs that offer personal responsibility for finding solutions to problems
Contemporary theories of motivation
Goal-setting theory
3 Other contingencies besides feedback
Goal commitment
Adequate self-efficacy
National culture
5 Core job dimensions
Skill variety
Task identity
Task significance
Autonomy
Feedback
Description
The proposition that specific goals increase performance and that difficult goals,when accepted,result in higher performance than do easy goals
Guidelines for Job Redesign
Suggested action
Establish client relationships
Expand jobs vertically
Form natural work units
Open feedback channels
Combine tasks
Core job dimension
Job Characteristics Model
Equity Theory
Description
The theory that an employee compares his or her job's input-to-outcome ratio with that of relevant others and then corrects any inequity
Justice
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
3 Referent categories
Systems
The "system" category includes organizational pay policies,procedures,and allocation.
Self
The "self" category refers to inputs-outcomes ratios that are unique to the individual.
Persons
The "persons" category includes other individuals with similar jobs in the same organization but also includes friends,neighbors,or professional associates
Equity theory relationships
Perceived ratio comparison
Employee's assessment
Expectancy theory
Instrumentality/Performance-reward linkage
Valence/Attractiveness of reward
Expectancy/Effort-performance linkage
Integrating Contemporary Theories of Motivation
Individual Goals
Goals Direct Behavior
High nAch
Individual Effort
Individual Performance
Organizational Rewards
Current motivation issues
Managers motivate unique groups of workers
Motivating a diverse workforce
Motivating professionals
Motivating contingent workers
Economy stinks
Country culture
The desire for interesting work seems to be global
Rewards programs
Employee recognition programs
Programs that consist of personal attention and expressions of interest,approval,and appreciation for a job well done
Pay-for-performance programs
Variable compensation plans that pay employees on the basis of some performance measure
Open-book management
A motivational approach in which an organization's financial statements are shared with all employees