chapter 11 communication - birla institute of...
TRANSCRIPT
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Motivating Employees
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Why Motivation? Push people’s performance level
Leads workforce stability
Builds cordial work environment
Leads to achievements of organizational goals
Improves efficiency
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How to motivate employees ?
Motivation Need
Fulfillment
Job Design
1. Maslow’s Hierarchy of Needs
2. McGregor’s Theories X and Y
3. Herzberg’s Two-Factor Theory
4. McClelland’s Three Needs Theory
1. Job Design Theory
2. Equity Theory
Goals
1. Goal Setting Theory
2. Expectancy Theory
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Early Theories of Motivation Theories based of Need Fulfillments
1. Maslow’s Hierarchy of Needs
2. McGregor’s Theories X and Y
3. Herzberg’s Two-Factor Theory
4. McClelland’s Three Needs Theory
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Maslow’s Hierarchy of Needs
Food, Sleep, Water, Air, Sex, Excretion
Security, Health, Property Employment, etc.
Family, Friends, Community, etc.
Confidence , respect, Achievement, self-esteem etc.
Morality, lack of prejudice, creativity, etc.
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McGregor’s Theory X and Theory Y
Theory X - the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.
Theory Y - the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.
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Herzberg’s Two-Factor Theory
Two-factor theory (motivation-hygiene theory) - the motivation theory that claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.
Hygiene factors - factors that eliminate job dissatisfaction, but don’t motivate. (Intrinsic factors)
Motivators - factors that increase job satisfaction and motivation.(Extrinsic Factors)
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Herzberg’s Two-Factor Theory
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Three-Needs Theory (McClelland)
Need for achievement (nAch) - the drive to succeed and excel in relation to a set of standards.
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.
Three-needs theory - the motivation theory that sites three acquired (non-innate) needs (achievement, power, and affiliation) as major motives in work.
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Contemporary Theories of Motivation
Goal-setting theory - the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.
Self-efficacy - an individual’s belief that he or she is capable of performing a task.
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Contemporary Theories of Motivation
Reinforcement theory - the theory that behavior is a function of its consequences.
This theory ignores goals, expectations and needs
Reinforcers - consequences immediately following a behavior which increase the probability that the behavior will be repeated.
e.g. Walmart “My$Share” bonuses
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Reinforcement theory contd…
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Designing Motivating Jobs Job Enlargement: the horizontal expansion of a job occurs when you add up different kinds of tasks to perform.
Job enrichment - the vertical expansion of a job that occurs as a result of additional planning and evaluation of responsibilities.
Job depth - the degree of control employees have over their work.
Job characteristics model (JCM): Five Job Dimensions
- a framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes.
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Job characteristics model (JCM)
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Guidelines for Job Redesign
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Equity Theory Equity theory - the theory that an employee compares his or her job’s input-outcome ratio with that of relevant others and then corrects any inequity.
Referents - the persons, systems, or selves against which individuals compare themselves to assess equity.
Distributive justice - perceived fairness of the amount and allocation of rewards among individuals.
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Equity Theory
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Expectancy Theory Expectancy theory - the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Expectancy Relationships ◦ Expectancy (effort-performance linkage)
◦ The perceived probability that an individual’s effort will result in a certain level of performance.
◦ Instrumentality ◦ The perception that a particular level of performance will result in attaining a desired outcome
(reward).
◦ Valence ◦ The attractiveness/importance of the performance reward (outcome) to the individual.
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Expectancy Theory
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Current Issues in Motivation
Cross-Cultural Challenges
◦ Motivational programs are most applicable in cultures where individualism and achievement are cultural characteristics.
◦ Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy.
◦ The need for achievement (nAch) is lacking in other cultures.
◦ Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance.
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Exhibit 16-10: Integrating Contemporary Theories of Motivation
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Motivating a Diverse Workforce ◦ Motivating a diverse workforce through flexibility:
◦ Men desire more autonomy than do women.
◦ Women desire learning opportunities, flexible work schedules, and good interpersonal relations.
Motivating Unique Groups of Workers
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Motivating Unique Groups of Workers
Motivating a Diverse Workforce
◦ Compressed workweek
◦ Longer daily hours, but fewer days
◦ Flexible work hours (flextime)
◦ Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present
◦ Job Sharing
◦ Two or more people split a full-time job
◦ Telecommuting
◦ Employees work from home using computer links
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Motivating Contingent Workers
◦ Opportunity to become a permanent employee
◦ Opportunity for training
◦ Equity in compensation and benefits
Motivating Low-Skilled, Minimum-Wage Employees
◦ Employee recognition programs
◦ Provision of sincere praise
Motivating Unique Groups of Workers