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MOTIVATING EMPLOYEES (CONTENT PERSPECTIVES ON MOTIVATION (The Hierarchy of…
MOTIVATING EMPLOYEES
CONTENT PERSPECTIVES ON MOTIVATION
The Hierarchy of Needs
by Abraham Maslow
Physiological needs.
Safety needs.
Belongingness needs.
Esteem needs.
Self-actualization needs.
ERG Theory
by Clayton Alderfer
Existence needs.
Relatedness needs.
Growth needs.
Two-Factor Approach
by Frederick Herzberg
Hygiene Factors
Motivators
Acquire Needs
by David McClelland
Need for achievement.
Need for affiliation.
Need for power.
PROCESS PERSPECTIVES ON MOTIVATION
Goal Setting Theory
by Edwin Locke and Gary Latham
proposes that managers can increase motivation and enhance performances by setting specific, challenging goals.
Goal
specificity
.
Goal
difficulty
.
Goal
acceptance
.
Feedback
.
Equity Theory
by J. Stacy Adams
Equity Theory
: focuses on individuals' perceptions of how fairly they treated compared with others.
Equity
exists whenever the ratio of one person's outcomes to inputs equals the ratio of another's outcomes to inputs.
Common methods
Change work effort.
Change outcomes.
Change perceptions.
Leave the job.
Expectancy Theory
by Victor Vroom.
Suggests that motivation depends on individual's expectations about their ability to perform tasks and receive rewards.
E => P
expectancy involves determining whether putting effort into a task will lead to a high performance.
P=>O
expectancy involves determining whether successful performance will lead to the desired outcome or reward.
Valence
is the value of outcomes.
INNOVATIVE IDEAS FOR MOTIVATING
Empowerment
: (power sharing), the delegation of power and authority to subordinates in an organization.
Employees receives information about company performance.
Employees have knowledge and skills to contribute to company goals.
Employees have the power to make substantive decisions.
Employees are rewarded based on company performance.
Engagement
: employee enjoy their work, contribute enthusiastically to meeting goals, and feel sense of belonging commitment to organization.
People feel that they are working toward something important.
People feel connected to the company, to one another and their manager.
People have the chance to learn, grow and advance.
Making Progress Principle
: idea that the most important factor that can boost motivation, positive emotions and perceptions during a workday is making progress toward meaningful goals.
INTRINSIC AND EXTRINSIC REWARDS
Intrinsic Rewards
: satisfactions that a person receives in the process of performing a particular action.
Extrinsic Rewards
: given by another person, typically a manager, and include promotions, praise and pay increases.
REINFORCEMENT PERSPECTIVE ON MOTIVATION
Direct Reinforcement
Behavior Modification
: set of techniques by which reinforcement theory is used to modify human behavior.
Reinforcement
: anything that causes a certain behavior to be repeated or inhibited.
Punishment
: imposition of unpleasant outcomes of an employee.
Extinction
: withholding of a positive reward.
Law of Effect
: behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated.
Positive Reinforcement
: administration of a pleasant and rewarding consequences following a desired behavior.
Avoidance Learning
: removal of an unpleasant consequences once a behavior is improved.
Social Learning Theory
Enhancing individual
:
chance to observe the desirable behaviors
accurately perceives the behavior
remembers the behaviors
has the necessary skills to perform the behaviors
sees that the behaviors are rewarded by the organization.
Social Learning Theory
: related to the reinforcement perspective, but it proposes that an individuals's motivation can result just from the direct experience.
Vicarous Learning or Observational Learning
: individual sees others perform certain behaviors and get rewarded for them.
JOB DESIGN FOR MOTIVATION
Job Enrichment
: incorporating high-level motivators into the work.
Job Characteristics Model
by Richard Hackman and Greg Oldham.
Work Redesign
: altering jobs to increase both the quality work experience and productivity.
Core Job Dimensions
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Critical Psychological States
Experienced meaningfulness of the work
Experienced responsibility for outcomes of the work
Knowledge of the actual results of the work activities.
Personal and Work Outcomes
High internal work motivation.
High-quality work performance
High satisfaction with the work
Low absenteeism and turnover.
INDIVIDUAL NEEDS AND MOTIVATION
Motivation
: forces either within or external to a person that arouse enthusiasm and persistence to a pursue a certain course of action.