Download - Chapter 13 Motivating Employees To Improve Job Performance

Chapter 13

Motivating Employees To Improve Job Performance

EMPLOYEE MOTIVATION(Book Definitions)

Motivation: the psychological process that gives behavior purpose and direction.

Alternative Definition:

Motivation: is an inner drive that directs individuals behavior towards goals.

EMPLOYEE MOTIVATION (continued)

Factors to Consider In the Motivation Job Performance Linkage

Individual motivational factors (Needs, satisfaction, expectations, goals)

Individual ability to get the job done

(Depends on availability of resources and capability of employees)

Its a waste of time trying to motivate workers if they don’t have tools and capabilities.


Some situations don’t make it easy to motivate people

Situational factors that help motivate - see below Challenging and interesting work Opportunity for participation and self

management Desired rewards


For Discussion: Which of these factors has overriding importance in your worklife? Why?

Chapter Outline

I. Motivation Theories Maslow’s Need Hierarchy Theory Herzberg’s Two-Factor Theory Expectancy Theory Goal-Setting Theory

MASLOW’S NEEDS HIERARCHY THEORY

“Maslow’s message was simply this: people always have needs, and when one need is relatively fulfilled, others emerge in a predictable sequence to take its place.”

(Preponent need is most motivating)


(continued)

Highest levelSelf-actualization needs (being everything

one is capable of becoming)Esteem needs (Self-respect; self-confidence)Love needs (Social acceptance and affection)Safety needs (Protection from the elements)Physiological needs (Life-sustaining needs)

Lowest level

(Forms a pyramid of needs)

Source: Data for diagram drawn from A. H. Maslow, “A Theory of Human Motivation,” Psychological Review, 50 (July 1943): 370-396.

Maslow’s Hierarchy of Needs Theory


(continued)

For Discussion: Which level of needs primarily drives you at this point in your life? Explain.

HERZBERG’S TWO-FACTOR THEORY OF MOTIVATION

(Satisfaction = Motivation)

“The elimination of dissatisfaction is not the same as truly motivating an employee. To satisfy and motivate employees, an additional element is required: meaningful, interesting, and challenging work.”


(Satisfaction = Motivation)(continued)

Dissatisfiers come from the job context or situation

( Money, fellow workers, superiors, etc.)

Satisfiers come from job content or the work itself

Achievement Recognition Work itself Responsibility Advancement Growth


(Satisfaction = Motivation)(continued)

For Discussion:1.Describe the worst job you ever had. What roles

did Herzberg’s dissatisfiers and satisfiers play?

2.Describe the best job you ever had. What roles did Herzberg’s dissatisfiers and satisfiers play?

EXPECTANCY THEORY OF MOTIVATION

Expectancy theory: assumes motivational strength is determined by perceived probabilities of success.

Expectancy: one’s belief or expectation that one thing will lead to another.

EXPECTANCY THEORY OF MOTIVATION

(continued)

Three Key Perceptions in Expectancy Theory

1. Perceived effort-performance probability (expectancy) - You have the tools and are capable

2. Perceived value of rewards. (valence) - You value the reward

3. Perceived performance-reward probability (instrumentality) - oragnziation recognizes you’re doing a good job and gives you reward

A Basic Expectancy Model

Expectancy Equation Expectancy Probability X’s Instrumentality

Probability X’s Valence of Reward = Motivational Force

For example.4 x .3 x 3 = .36 Motivational forceExpectacy Ranges from 0.0 to 1.0Instrumentality Ranges from 0.0 to 1.0Valence or Value of reward can be some number like

plus or minus 10 where plus 10 is best reward you can think of and -10 is worst punishment you can think of.

Another way to get people motivated is found in

GOAL-SETTING THEORY

Goal setting: process of improving individual or group job performance with formally stated objectives, deadlines, or quality standards.

GOAL-SETTING THEORY

How Goals Improve Performance

1. Goals need to be: Specific Difficult Participatively set

2. Goals motivate by: Directing attention Encouraging effort Encouraging persistence Fostering goal-attainment strategies and

action plans

A Model of How Goals Can Improve Performance

GOAL-SETTING THEORY(continued)

For Discussion:

1. Goal-setting to “just do your best.” How do you interpret this advise in light of the model in?

2. How do you use goals to improve your performance at school, at work, in sports, or elsewhere? (Give a specific goal you have on grades; on teams.?

Personal and Social Equity

Theory of how people are motivated

Chapter Outline (continued)

II. Motivation Through Job Design Strategy One: Fitting People to Jobs Strategy Two: Fitting Jobs to People

JOB DESIGN

Job design: creating task responsibilities based upon strategy, technology, and structure.

Your limited as to how you can design a job by the organization’s strategy.

JOB DESIGN - LIMITS

Technology may require more or less expertise - or may cause you to have to survive in a bad environment (oil rig)

Organizational structure can effect job design (large sales territory sparsely settled territory, makes you travel a lot.)

JOB DESIGN(continued)

Strategy One: Fitting People to Jobs Realistic job previews (you have to fit this job even

when its bad) Job rotation Limited exposure

Contingent time off: rewarding people with early time off when they get the job done.

( Productivity & quality often go up - people can earn

time off.)


Strategy Two: Fitting Jobs to People Job enlargement: combining two or more

specialized tasks to increase motivation. (Also called horizontal job loading.)

Job enrichment: redesigning jobs to increase their motivating potential. (Also called vertical job loading.)


For Discussion: Describe your present (or past) job and explain how it could be horizontally or vertically loaded.

Strategy Two FITTING JOBS TO PEOPLEUse various types of JOB ENRICHMENT

Comprehensive rebuilding of jobs using the Job Characteristics model.

Core Job Characteristics Skill variety Task identity Task significance Autonomy Feedback from job

JOB ENRICHMENT(continued)

Critical Psychological States Feeling that work is meaningful Feeling of responsibility for outcomes

of the work Knowledge of the actual results of the

work

JOB ENRICHMENT(continued)

Team Exercise: Brainstorm the “perfect job” a person could have and describe it in terms of the core job characteristics and critical psychological states. (Note: You can build upon a job you have heard about or create an entirely new job.)

Chapter Outline(continued)

III. Motivation Through Rewards Extrinsic Versus Intrinsic Rewards Employee Compensation Improving Performance with Extrinsic

Rewards

MOTIVATION THROUGH REWARDS

Rewards: the material and psychological payoffs for working.

Extrinsic rewards: payoffs granted to the individual by other people (e.g., money, benefits, recognition, praise).

Intrinsic rewards: self-granted and internally experienced payoffs (e.g., a sense of accomplishment).

MOTIVATION THROUGH REWARDS(continued)

Team Competition: Brainstorm a list of as many workplace extrinsic rewards as possible in ten minutes.

MOTIVATION THROUGH REWARDS(continued)

For Discussion: Describe a situation in which you got an intrinsic reward from working. What can managers do to foster situations like that?

MOTIVATION (ExtrinsicExtrinsic Rewards)

EMPLOYEE COMPENSATION PLANS

Non-incentive Hourly Wage Annual salary

Incentive Piece rate Sales commission Merit pay Profit sharing Gain sharing Pay-for-knowledge Stock options

EMPLOYEE COMPENSATION PLANS(continued)

Other Cafeteria compensation (Life-cycle

benefits) Employees select their own benefits

from a list. What you pick changes as your stages

of life change.

EMPLOYEE COMPENSATION PLANS(continued)

For Discussion:

1.From a managerial standpoint, which type of pay plan is best? Why?

2.Which pay plan would you prefer? Why?


IV. Motivation Through Employee Participation

Quality Control Circles Self-Managed Teams Keys to Successful Employee Participation

Programs

PARTICIPATIVE MANAGEMENT

Participative management: the process of empowering employees to assume greater control of the workplace.

Quality control circles: voluntary problem-solving groups committed to improving quality and reducing costs.

Self-managed teams: high-performance teams that assume traditional managerial duties such as staffing and planning.

PARTICIPATIVE MANAGEMENT(continued)

Keys to Successful Employee Participation Programs

1. A profit-sharing or gain-sharing plan.

2. A long-term employment relationship with

good job security.

3. A concerted effort to build and maintain

group cohesiveness.

4. Protection of the individual employee’s rights.

PARTICIPATIVE MANAGEMENT(continued)

For Discussion: Are these four factors “a package deal,” meaning could one or two missing factors ruin a participative management program?


V. Other Motivation Techniques for a Diverse Workforce

Flexible Work Schedules Family Support Services Sabbaticals

No Brainers on Motivating Pick those with correct ability (HRM) Give them tools and training (HRM, good

Mgmt) Have good evaluation system Choose correct rewards (Maslow, Herzberg,

Expectancy theory) Be equitable (Equity theory:

(effort/rewards of person1)=(effort/rewards of person 2)

Design jobs well ( i.e. job characteristic model)

Individual Motivation and Job Performance

Download - Chapter 13 Motivating Employees To Improve Job Performance

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