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MOTIVATION, Maslow's Categories do not cover all needs, Performing…

- - - - Guaranteed wages attract job applicants
      - Seniority-based rewards reduce turnover
    - - Doesn't motivate job performance
      - Discourages poor performances from leaving
      - May act as golden handcuffs
  - - - Job Evaluation tries to maintain pay equity
      - Motivates Competation for promotions
    - - Employees exaggerate duties, store resources
      - Focuses employees on own jobs, not customers
      - Inconsistent with workplace flexibiity
  - - - More flexible work force, better quality, consistent with employability
    - - Potentially subjective, higher training costs
    - - Pay increases with skill modules learned
  - - - Bonuses
      - Commisions
      - Piece rate
    - - Bonuses
      - Gainsharing
    - - Profit sharing
      - Stock ownership
      - Stock options
      - Balanced scorecard
  - - - Creates an "ownership culture"
      - Adjust pay with firm's prosperity
      - Scorecard align rewards
    - - Weak connection between individual effort and rewards
      - Rewards amount affected by external forces
- - - - Desires for continued personal growth and development
    - - Physiological and material well being
    - - Interpersonal Relationship
  - - - Desire for challenging and somewhat risky goals, feedback, recognition
    - - Desire to seek approval, conform, and avoid conflict, friendly and warm relationship
    - - Desire to control one environment to influence their behavior and to be responsible for others, attention, recognition
  - - - Physiological
      - Safety
      - Affection and belongingness
      - Esteem
      - Self-actualization
    - - Lowers unmet need has strongest effect
      - Higher need is primary motivator when lower need is satisfied
      - Lack of support theory - actual state v theory
      - Values influence needs
      - Need change more rapidly
  - - - Drive to Bond
        
        Variation of the need for belonging and affiliation
        
        Motivates people to cooperate in any events that is essential for organizations and societies
      - Drive to Comprehend
        
        To discover answers to unknown as well as conflicting ideas
        
        Related to self-actualization
      - Drive to Acquire
        
        To seek out, control, and retain objects and personal experiences
        
        Motivation in any competitions
      - Drive to defend
        
        To protect ourselves physically, psychologically, and socially
        
        Fight-or-flight response
        
        physical safety
        
        Possession
        
        self-concept
        
        our values
        
        well being of others
        
        response in the face of threat :warning:
- - - - Train employee
      - Select people with required competencies
      - Provide role clarification
      - Provide sufficient resources
      - Provide coaching and feedback
      - Match personality with job
      - The individual's perception that his or her effort will result in a particular level of performance
      - Expecting the highest level of effort will not result in desired performances
      - Objective
        
        To increase the employee's belief that she or he is capable of performing the job successfully
    - - A specific behavior level will lead to a particular outcome
      - Measure performance accurately
      - Describe outcome of good and poor performance
      - Explain how rewards are linked to past performance
      - Introduce more valued rewards
      - Objective
        
        To increase the employee's belief that his or her good performance will result in certain outcomes
    - - Negative Valence
        
        oppose our values
        
        inhibit need fulfilment
      - Positive Valence
        
        consistent with our values
        
        satisfy our needs
      - Ensure that rewards are valued
      - Individualize rewards
      - Minimize countervalent outcomes @ factors that may lead to decline in efforts
      - Objective
        
        To increase the employee's expected satisfaction with outcomes resulting from desired performance
- - - - Apply an equity principle
        when believe that
        
        Those with greatest need should receive more outcomes than others with less need
        
        People should be paid in proportion to their contribution
        
        Everyone in the group should receive the same outcomes
      - Elements of Equity Theory
        
        1. Outcome/ Input Ratio
        
        Inputs - what employee contributes
        
        E.g : Skill
        
        Outcomes - what employee receive
        
        E.g : Pay
        
        2. Comparison other
        
        Person or people against whom we compare our ratio
        
        Not easily identifiable
        
        3. Equity evaluation
        
        Compare outcome/ input ratio with the comparison other
      - Equity Sensitivity
        
        Benevolents
        
        Tolerant of being underrewarded
        
        Entitleds
        
        Prefer receiving proportionately more than others
        
        Equity Sensitives
        
        Want ratio to be equal to the comparison other
  - - - Voice
      - Consistent
      - Bias-free
      - Knowledgeable
      - Listen to all
      - Appealable
    - - Respect
      - Accountability