Transcript Ch. 13 Outline Motivating for Performance

Ch. 13 Outline
Motivating for Performance
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Setting Goals
Reinforcing Performance
Performance Related Beliefs
Understanding People’s Needs
Designing Motivating Jobs
Achieving Fairness
Job Satisfaction
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Motivating for Performance
• Motivation refers to forces that energize,
direct, and sustain a person’s efforts
• Managers must motivate people to
– Join the organization
– Remain in the organization
– Come to work regularly
– Perform
– Exhibit good citizenship
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Motivation—An Alternate
Definition
• The willingness to exert high levels of effort
to reach organizational goals conditioned by
the effort’s ability to satisfy some individual
need.
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Motivating for Performance
• Motivation refers to forces that energize,
direct, and sustain a person’s efforts
• Managers must motivate people to
– Join the organization
– Remain in the organization
– Come to work regularly
– Perform
– Exhibit good citizenship
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Setting Goals
• Goal setting is perhaps the most important,
valid, and useful single approach to motivating
performance
• Goal setting theory states that people have
conscious goals that energize them and direct
their thoughts and behaviors toward a
particular end
• Goal setting works for any job in which people
have control over their performance
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Transformational Leadership
• The transformational leader motivates people
to transcend their personal interests for the
good of the group
• The transformational process moves beyond
the more traditional transactional approach to
leadership
– Transactional leaders manage through transactions,
using their legitimate, reward, and coercive powers
to give commands and exchange rewards for services
rendered
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Goals that Motivate
• The most powerful goals are meaningful
– Goals for noble purposes, that appeal to
people’s ‘higher’ values are extra motivating
• Goals should be acceptable to employees,
that is they do not conflict with personal
values
• Goals should be challenging but
attainable
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Stretch Goals
• Stretch goals are targets that are particularly
demanding, sometimes even though to be
impossible
• There are two types of stretch goals
– Vertical stretch goals are aligned with current
activities including productivity and financial
resources
– Horizontal stretch goals involve people’s
professional development
• Stretch goals can generate a major shift away
from mediocrity and toward tremendous
achievement
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Limitations of Goal Setting
• If people lack relevant ability and
knowledge it might be better to urge
them to do their best or set a goal to learn
rather than a specific performance level
• People focused on their own goals may
not help others attain their goals
• Goals can generate manipulative gameplaying and unethical behavior
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Reinforcing Performance
• The law of effect states that behavior t
that is followed by positive consequences
will likely be repeated
• This concept led to countless
investigations into the effects of positive
consequences called reinforcers
– Reinforcers are positive consequences that
motivate behavior
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Managing Rewards and
Punishment
• Managers must identify which kinds of
behaviors they will reinforce and which they
discourage
• The reward system has to support the firm’s
strategy, defining people’s performance in ways
that pursue strategic objectives
• Innovative managers use non-monetary
rewards including: intellectual challenge,
greater responsibility, autonomy, recognition,
etc
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Providing Feedback
• Most managers don’t provide enough useful
feedback and most people don’t receive or ask
for feedback enough
• Feedback can com e in many forms
– Customers feedback
– Statistics on the work performed
– Performance reviews
• Do not be afraid of receiving feedback; actively
seek it
– Think: it’s up to me to get the feedback I need so that
I can improve my performance and my behavior
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Performance-Related Beliefs
• Expectancy theory states that people will
behave based on their perceived likelihood that
their effort will lead to a certain outcome and
on how highly they value that outcome
• People develop two important beliefs linking
these three events
– Expectancy, which links effort to performance
– Instrumentality, which links performance to
outcomes
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Performance-Related Beliefs
• Expectancy is the employees’ perception of the
likelihood that their efforts will enable them to
attain their performance goals
• Instrumentality is the perceived likelihood that
performance will be followed by a particular
outcome
– Outcome is a consequence a person receives for his
or her performance
– Valence is the value an outcome holds for the person
contemplating it
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Implications of Expectancy Theory
for Managers
• For motivation to be high, expectancy,
instrumentalities, and total valence of all
outcomes must all b high
• This leads to three management responses
– Increase expectancies – provide a work environment
that facilitates good performance, and set realistically
attainable performance goals
– Identify positively valiant outcomes – understand
what people want to get out of work
– Make performance instrumental toward positive
outcomes – follow good performance with positive
outcomes
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Understanding People’s Needs
• Content theories are a second type of
motivation theory
– Content theories indicate the kinds of needs that
people want to satisfy
• People have different needs energizing and
motivating them toward different goals and
reinforcers
• The ways in which a person’s needs are met, or
not met, at work affect his or her behavior on
the job
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Maslow’s need Hierarchy
• The need hierarchy
illustrates Maslow’s
conception of
people satisfying
their needs in a
specified order
from bottom to top
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Alderfer’s ERG Theory
• This is a human needs theory developed by
Alderfer postulating that people have three
basic sets of needs which can operate
simultaneously
– Existence needs are all material and physiological
desires
– Relatedness needs involve relationships with other
people
– Growth needs motivate people to productively or
creatively change themselves or their environment
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Designing Motivating Jobs
• Managers should design their
organizations around both intrinsic and
extrinsic motivators that matter to the
organizational members
– Extrinsic rewards are given to a person by the
boss, the company, or some other person
– Intrinsic rewards are derived directly from
performing the job itself
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Job Rotation, Enlargement, and
Enrichment
• Job rotation allows workers who spend all their
time in one routine task move from one task to
another
• Job enlargement is similar to job rotation in
that people are given different tasks to do;
however job enlargement means that the
worker has multiple tasks at the same time
• Job enrichment means that jobs are
restructured or redesigned by adding higher
levels of responsibility
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Herzberg’s Two Factor Theory
• The two factor theory distinguished
between two broad categories of factors
that affect people working on their jobs
– Hygiene factors are characteristics of the
workplace
– Motivators describe the job itself, that is, what
people do at work
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Herzberg’s Two-Factor Theory
Hygiene Factors
Motivational Factors
• Working conditions
• Achievement
• Pay and security
• Recognition
• Company policies
• Responsibility
• Supervisors
• Work itself
• Interpersonal relations
• Personal growth
High
Job Dissatisfaction
Job Satisfaction
High
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