More Related Content Similar to MEN MANAGEMENT (20) More from DEEPAK SAHU (18) MEN MANAGEMENT1. 13-1
Bateman Snell
Management Competing
in the
New Era
5th
Edition
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
2. 13-2
Part Four
Chapter 13 - Motivating for Performance
Chapter Outline
Setting the Stage - Motivation at Lincoln Electric
Motivating for Performance
Setting Goals
Reinforcing Performance
Performance-Related Beliefs
Understanding People’s Needs
Designing Motivating Jobs
Achieving Fairness
Job Satisfaction
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
3. 13-3
Learning Objectives
After studying Chapter 13, you will know:
the kinds of behaviors managers need to motivate in people
how to set challenging, motivating goals
how to reward good performance
the key beliefs that affect people’s motivation
the ways in which people’s individual needs affect their
behavior
how to create a motivating, empowering job
how people assess fairness
the causes and consequences of a satisfied workforce
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
4. 13-4
Motivating For Performance
Motivation
forcesthat energize, direct, and sustain a person’ efforts
highly motivated people, with adequate ability and
understanding of the job, will be highly productive
managers must know what behaviors they want to motivate
people to exhibit
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
5. 13-5
Behaviors That Companies Want
Employees To Exhibit
Join the
organization
Exhibit good Companies Remain in the
citizenship must organization
motivate
workers to:
Achieve high Come to work
output regularly
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
6. 13-6
Setting Goals
Goal setting theory
people have conscious goals that energize them and direct
their thoughts and behaviors toward one end
Goals that motivate
goals should be acceptable to employees
goals should be challenging but attainable
goals should be specific, quantifiable, and measurable
Limitations of goal setting
individualized goals create competition and reduce
cooperation
single productivity goals interfere with other dimensions of
performance Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
7. 13-7
Reinforcing Performance
Law of effect
behavior that is followed by positive consequences probably
will be repeated
Reinforcers
positive consequences that motivate behavior
Organizational behavior modification (OB Mod)
application of reinforcement theory in organizational settings
influences people’s behavior and improves performance by
systematically managing work conditions and the
consequences of people’s actions
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
8. 13-8
Reinforcing Performance (cont.)
Consequences of behavior
positive reinforcement - applying valued consequences that
increase the likelihood that a person will repeat the behavior
that led to it
negative reinforcement - removing or withholding an
undesirable consequence
can involve the threat of punishment
punishment - administering an aversive consequence
extinction - withdrawing or failing to provide a reinforcing
consequence
Sometimes the wrong behaviors are reinforced
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
9. 13-9
The Consequences Of Behavior
Positive reinforcement Same behavior
or likely to be
negative reinforcement repeated
Behavior
Punishment Same behavior
or less likely to be
extinction repeated
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
10. 13-10
Performance-Related Beliefs
Expectancy theory
proposesthat 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
expectancy - employees’ perception of the likelihood that their
efforts will enable them to attain their performance goals
instrumentality - perceived likelihood that performance will be
followed by a particular outcome
valence - value an outcome holds for the person contemplating
it
formotivation to be high, expectancy, instrumentalities, and
total valence of all outcomes must all be high
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
11. 13-11
Performance-Related Beliefs
(cont.)
Expectancy theory (cont.)
managerial implications of expectancy theory
increase expectancies
identify positively valent outcomes
make performance instrumental toward positive outcomes
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
12. 13-12
Basic Concepts Of Expectancy
Theory
Effort Performance Outcome
Expectancy Instrumentality
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
13. 13-13
Understanding People’s Needs
Content theories
indicate the kinds of needs that people want to satisfy
the extent to which and the ways in which a person’s needs
are met or not met affect her/his behavior on the job
Maslow’s need hierarchy
human needs are organized into five major types
physiological - food, water, sex, and shelter
safety or security - protection against threat and deprivation
social - friendship, affection, belonging, and love
ego - independence, achievement, freedom, recognition, and
self-esteem
self-actualization - realizing one’s potential
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
14. 13-14
Understanding People’s Needs
(cont.)
Maslow’s need hierarchy (cont.)
postulates
that people satisfy these needs one at a time, from
bottom to top
people motivated to satisfy lower needs before they try to satisfy
higher needs
once satisfied, a need is no longer a powerful motivator
notaltogether accurate theory of human motivation
nonetheless, made three major contributions
identifiedimportant need categories
helped to think in terms of lower- and higher-level needs
increased salience of personal growth and self-actualization
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
15. 13-15
Understanding People’s Needs
(cont.)
Alderfer’s ERG theory
postulates that people have three basic need sets
Existenceneeds - material and physiological desires
Relatedness needs - involve relationships with other people
Growth needs - motivate people to productivity or creativity
postulates that several different needs can be operating at
once
has greater scientific support than Maslow’s hierarchy
boththeories remind managers of the types of reinforcers or
rewards that can be used to motivate people
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
16. 13-16
Comparison Of Maslow’s Need
Hierarchy And ERG Theory
act
Se zation
ual
lf-
i
h
Eg Growt
o
So
c ia l
Ph Sa
fe Relatedness
ys ty
io
lo
gi r
ca rfe
l
Alde
Existence
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
17. 13-17
Understanding Poeple’s Needs
(cont.)
McClelland’s needs
achievement - strong orientation toward accomplishment,
and obsession with success and goal attainment
affiliation - strong desire to be liked by other people
power - desire to influence or control other people
personalized power - negative force
expressed through the manipulation and exploitation of others
socialized
power - channeled toward the constructive
improvement of organizations and societies
Need theories: International perspectives
need importance varies from country to country
not all people are motivated by the same needs
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
18. 13-18
Designing Motivating Jobs
Rewards may be available from the nature of the job
extrinsic reinforcers - reinforcement provided to a person by
the boss, the company, or some other person
intrinsic reward - derived directly from performing the job
itself
essential to the motivation underlying creativity
the result of a challenging problem
the result of work that is exciting in and of itself
‘mechanistic’approach to job design - characterizes a
demotivating job
highly specialized, simple and routine
results in employee dissatisfaction, absenteeism, and turnover
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
19. 13-19
Designing Motivating Jobs (cont.)
Job rotation
changing from one routine task to another to alleviate
boredom
can benefit everyone when done properly
Job enlargement
giving
people additional tasks at the same time to alleviate
boredom
additional tasks at the same level of responsibility
Job enrichment
changinga task to make it inherently more rewarding,
motivating, and satisfying
adds higher levels of responsibility2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright ©
20. 13-20
Designing Motivating Jobs (cont.)
Herzberg’s two-factor theory
distinguishedbetween two broad categories of factors that
affect people working on their jobs
hygiene factors - characteristics of the workplace
make people unhappy
will not make people truly satisfied
motivators - characteristics of the job itself
when present, jobs presumed to be both satisfying and motivating
theory has been widely criticized
nevertheless, highlights the distinction between extrinsic and
intrinsic rewards
reminds managers that worker motivation depends on more than
extrinsic rewards Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
21. 13-21
Designing Motivating Jobs (cont.)
The Hackman and Oldham model of job design
well designed jobs produce three critical psychological states
meaningfulness - believe that work is important to other people
responsibility - feel personally responsible for how the work
turns out
knowledge of results - know how well the job was performed
psychological states produced by five core job dimensions
skillvariety - different job activities involving several skills
task identity - completion of a whole, identifiable piece of work
task significance - important impact on the lives of others
autonomy - independence and discretion in making decisions
feedback - information about job performance
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
22. 13-22
Designing Motivating Jobs (cont.)
The Hackman and Oldham model of job design (cont.)
effectivejob enrichment increases all five core dimensions
effectiveness of a job enrichment program depends on a
person’s growth need strength
growth need strength - degree to which individuals want
personal and psychological development
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
23. 13-23
The Hackman And Oldham Model
Of Job Design
Critical
Core Job Outcomes
Psychological
Characteristics
States
Skill Variety Meaningfulness High Internal
Task Identity of Work Motivation
Task Significance
High Growth
Responsibility for
Autonomy Satisfaction
Work Outcomes
Feedback Knowledge of High Job
From Job Results Satisfaction
MODERATORS
Knowledge and Skill
Growth Need Strength
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
24. 13-24
Designing Motivating Jobs (cont.)
Empowerment
processof sharing power with employees
enhances beliefs about being influential contributors
employees perceive meaning in work
employees feel competent
employees derive a sense of self-determination
employees believe they have an impact on important decisions
empowering environment
providesinformation required to perform at one’s best
knowledge available about how to use the information
employees have the power to make decisions
employees receive rewards for contributions
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
25. 13-25
Actions That Empower
Employees
Increase
Reduce the
signature authority
number of rules
at all levels
Reduce the Assign
number of nonroutine
approval steps Specific jobs
Actions To
Provide more Empower Allow
freedom of access independent
to people judgment
Provide more Define jobs
freedom of access more broadly as
to resources projects
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
26. 13-26
Achieving Fairness
Equity theory
people
assess how fairly they have been treated according to
two key factors
outcomes - various things the person receives on the job
inputs - contributions the person makes to the organization
people expect the outcomes they receive to be proportional
to the inputs they provide
people also pay attention to the outcomes and inputs of others
Assessing equity Outcomes Outcomes
Their own versus Others'
Inputs Inputs
equityexists when the ratios are equal
assessments of equity are subjective perceptions or beliefs
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
27. 13-27
Achieving Fairness (cont.)
Restoring equity
inequity causes dissatisfaction and leads to attempts to
restore balance to the relationship
a variety of behavioral and perceptual options may be used to
restore equity
alter Person’s ratio
reduce inputs - give less effort, perform at lower levels, quit
increase outcomes - request higher grade, better pay
alter Other’s ratio
decrease outcomes
increase inputs
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
28. 13-28
Achieving Fairness (cont.)
Fair process
procedural justice - using a fair process in decision making
and making sure others know that the process was as fair as
possible
fair processes make unfair outcomes more palatable
explain how a decision is made
make an unbiased decision
offer a chance to voice complaints
collaborate in making decision
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
29. 13-29
Job Satisfaction
Correlates of job satisfaction
job satisfaction is unrelated to job performance
the greater the job dissatisfaction:
the higher turnover
the higher absenteeism
the lower corporate citizenship
the more grievances and lawsuits
the higher the probability of a strike
the more likely that stealing and/or vandalism will occur
the poorer the mental and physical health of the workers
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
30. 13-30
Job Satisfaction (cont.)
Quality of work life (QWL)
programs designed to create a workplace that enhances
employee well-being
organizations differ drastically in their attention to QWL
Psychological contracts
a set of perceptions of what employees owe their employers,
and what their employers owe them
hasimportant implications for employee satisfaction/motivation
Benefits provided by Contributions provided
the organization by the employee
Benefits promised by
versus Contributions promised
the organization by the employee
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
31. 13-31
Categories Of Quality Of Life
Safe and
Adequate and fair
healthy
compensation
environment
Socially responsible Jobs develop
organizational human
actions Quality capacities
of Work
Minimum infringe- Life
Chance for personal
ments on personal
growth and security
and family needs
Supportive
Constitutionalism social
environment
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.