1
3
-
1
Bateman
Snell
Management
Competing
in the
New Era
5th
Edition
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
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.
1
3
-
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.
1
3
-
4
Motivating For Performance
Motivation
 forces
that 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.
1
3
-
5
Behaviors That Companies Want
Employees To Exhibit
Join the
organization
Exhibit good
citizenship
Achieve high
output
Companies
must
motivate
workers to:
Remain in the
organization
Come to work
regularly
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
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.
1
3
-
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.
1
3
-
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.
1
3
-
9
The Consequences Of Behavior
Positive reinforcement
or
negative reinforcement
Same behavior
likely to be
repeated
Punishment
or
extinction
Same behavior
less likely to be
repeated
Behavior
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
1
0
Performance-Related Beliefs
Expectancy
theory
 proposes
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
- 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
expectancy
 for
motivation 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.
1
3
-
1
1
Performance-Related Beliefs
(cont.)
Expectancy
 managerial
theory (cont.)
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.
1
3
-
1
2
Basic Concepts Of Expectancy
Theory
Effort
Performance
Expectancy
Outcome
Instrumentality
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
1
3
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
 human
need hierarchy
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.
1
3
-
1
4
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
 not
altogether accurate theory of human motivation
 nonetheless, made three major contributions
identified
important 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.
1
3
-
1
5
Understanding People’s Needs
(cont.)
Alderfer’s
ERG theory
 postulates
that people have three basic need sets
Existence
needs - 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
both
theories 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.
1
3
-
1
6
Comparison Of Maslow’s Need
Hierarchy And ERG Theory
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
1
7
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.
1
3
-
1
8
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.
1
3
-
1
9
Designing Motivating Jobs (cont.)
Job
rotation
 changing
from one routine task to another to alleviate
boredom
can
Job
benefit everyone when done properly
enlargement
 giving
people additional tasks at the same time to alleviate
boredom
additional
Job
tasks at the same level of responsibility
enrichment
 changing
a task to make it inherently more rewarding,
motivating, and satisfying
adds
higher levels of responsibility
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
2
0
Designing Motivating Jobs (cont.)
Herzberg’s
two-factor theory
 distinguished
between 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.
1
3
-
2
1
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
skill
variety - 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.
1
3
-
2
2
Designing Motivating Jobs (cont.)
The
Hackman and Oldham model of job design (cont.)
 effective
job 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.
1
3
-
2
3
The Hackman And Oldham Model
Of Job Design
Core Job
Characteristics
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
From Job
Critical
Psychological
States
Meaningfulness
of Work
Responsibility for
Work Outcomes
Knowledge of
Results
Outcomes
High Internal
Motivation
High Growth
Satisfaction
High Job
Satisfaction
MODERATORS
Knowledge and Skill
Growth Need Strength
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
2
4
Designing Motivating Jobs (cont.)
Empowerment
 process
of 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
information 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
provides
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
2
5
Actions That Empower
Employees
Increase
signature authority
at all levels
Reduce the
number of
approval steps
Provide more
freedom of access
to people
Provide more
freedom of access
to resources
Reduce the
number of rules
Specific
Actions To
Empower
Assign
nonroutine
jobs
Allow
independent
judgment
Define jobs
more broadly as
projects
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
2
6
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
Assessing
also pay attention to the outcomes and inputs of others
equity
Their own
Outcomes
Outcomes
versus Others'
Inputs
Inputs
equity
exists when the ratios are equal
assessments of equity are subjective perceptions or beliefs
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
2
7
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.
1
3
-
2
8
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.
1
3
-
2
9
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.
1
3
-
3
0
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
has
important implications for employee satisfaction/motivation
Benefits provided by
Contributions provided
the organization
by the employee
versus
Benefits promised by
Contributions promised
the organization
by the employee
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1
3
-
3
1
Categories Of Quality Of Life
Safe and
healthy
environment
Adequate and fair
compensation
Socially responsible
organizational
actions
Minimum infringements on personal
and family needs
Constitutionalism
Quality
of Work
Life
Jobs develop
human
capacities
Chance for personal
growth and security
Supportive
social
environment
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.