EMPLOYEE MOTIVATION

MOTIVATION

The force that drives an employee to perform well

PERSONALITY

Most psychologists believe that there are five main personality dimensions: Openness to experience, conscientiousness, extraversion, agreeableness, and stability.

meta-analyses have found that several of these dimensions are related to behaviors suggesting high levels of motivation.

Organizational citizenship behaviors (OCBs).

Behaviors that are not part of an employee’s job but which make the organization a better place to work (e.g., helping others, staying late).

SELF-ESTEEM

The extent to which a person views him or herself as a valuable and worthy individual.

CONSISTENCY THEORY (KORMAN)

Korman’s theory that employees will be motivated to perform at levels consistent with their levels of self-esteem.

Chronic self-esteem

The positive or negative way in which a person views himself or herself as a whole.

Situational self-esteem

The positive or negative way in which a person views him or herself in a particular situation.

Socially influenced self esteem

The positive or negative way in which a person views him or herself based on the expectations of others.

Self-fulfilling prophecy

The idea that people behave in ways consistent with their self image.

Galatea effect

When high self-expectations result in higher levels of performance.

Pygmalion effect

The idea that if people believe that something is true, they will act in a manner consistent with that belief.

Golem effect

When negative expectations of an individual cause a decrease in that individual’s performance.

INTRINSIC MOTIVATION

motivation in the absence of external factors such as pay, promotion, and coworkers.

EXTRINSIC MOTIVATION

arises from non personal factors such as pay, coworkers, and opportunities for advancement.

Work Preference Inventory (WPI)

A measure of an individual’s orientation toward intrinsic versus extrinsic motivation.

SELF REGULATION

a theory that employees can be motivated by monitoring their own progress toward the goals they set and adjusting their behavior to reach those goals.

THEORY OF LEARNED NEEDS

McClelland devoted his career to studying 3 secondary needs that he considered particularly important sources of motivation

NEED FOR ACHIEVEMENT (nAch)

the extent to which a person desires to be successful.

NEED FOR AFFLICTION (nAff)

The desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontations.

NEED FOR POWER

the extent to which a person desires to be in control of other people

JOB CHARACTERISTICS THEORY

suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.

NEEDS HIERARCHY THEORY

A theory based on the idea that employees will be satisfied with jobs that satisfy their needs.

satisfaction progression process

As the person satisfies a lower level need, the next higher need in the hierarchy becomes the primary motivator, this is known

Hierarchy

A system arranged by rank.

BASIC BIOLOGICAL NEEDS

The first step in Maslow’s needs hierarchy, concerning survival needs for food, air, water, and the like.

SAFETY NEEDS

The second step in Maslow’s hierarchy, concerning the need for security, stability, and physical safety.

SOCIAL NEEDS

The third step in Maslow’s hierarchy, concerning the need to interact with other people.

EGO NEEDS

The fourth step in Maslow’s hierarchy, concerning the individual’s need for recognition and success.

SELF-ACTUALIZATION NEEDS

The fifth step in Maslow’s hierarchy, concerning the need to realize one’s potential.

ERG THEORY

developed by organizational behavior scholar Clayton Alderfer to overcome the problems with Maslow's needs hierarchy theory.

EXISTENCE NEEDS

includes a person's physiological and physically related safety needs, such as food, shelter, and safe working conditions

RELATEDNESS NEEDS

include a person's need to interact with other people, receive public recognition, and feel secure around people

GROWTH NEEDS

consists of a person's self-esteem through personal achievement as well as the concept of self-actualization

frustration-regression process

whereby those who are unable to satisfy a higher need become frustrated and regress back to the next lower need level.

TWO FACTOR THEORY

Herzberg’s needs theory, postulating that there are two factors involved in job satisfaction: hygiene factors and motivators.

HYGIENE FACTORS

● job-related elements that result from but do not involve the job itself

● Pay, security, coworkers, working conditions, company policy, work schedule, supervisors

MOTIVATORS

● job elements that do concern actual tasks and duties

● Level of responsibility, amount of job control, interest in work, challenge, variety, independence, etc.

DRIVE TO ACQUIRE

● the drive to seek, take, control, and retain objects and personal experiences.

● This drive extends beyond basic food and water, it includes the need for relative status and recognition in society.

● The drive to acquire is insatiable because the purpose of human motivation is to achieve a higher position than others, not just to fulfill one's physiological needs.

DRIVE TO BOND

● The drive to fork social relationships and develop mutual caring commitments with others.

● It explains why people form social identities by aligning their self image with various social groups.

● The drive to bond motivates people to cooperate and consequently, is a fundamental ingredient in the success of organizations and the development of societies.

DRIVE TO LEARN

● The drive to satisfy one's own curiosity, to know and understand ourselves and the environment around us.

● When observing something that is inconsistent with or beyond our current knowledge, we experience a tension that motivates us to close that information gap.

● The drive to learn fulfills our need for personal and social identity and is related to higher order needs of growth and self-actualization.

DRIVE TO DEFEND

● The drive to protect ourselves physically andb socially.

● It is the first drive to develop, it created a fight or flight response in the face of personal danger.

● This drive goes beyond protecting our physical self, it includes defending our relationships, our acquisitions and our beliefs system.

● This drive is always reactive, it is triggered by threat.

EXPECTANCY (E)

perceived relationship between the amount of effort an employee puts in and the resulting outcome

INSTRUMENTALITY (I)

the extent to which the outcome of a worker's performance, if noticed, results in a particular consequence

VALENCE (V)

extent to which the employee values a particular consequence

Internal locus of control

The extent to which people believe that they are responsible for and in control of their success or failure in life.

Timing of the incentive

Research indicates that a reinforcer or a punisher is most effective if it occurs soon after the performance of the behavior. Unfortunately, if the timing of the incentive is too long, the effectiveness of the incentive to improve performance will be hindered.

Contingency of the consequences

If it is not possible to immediately reward or punish a behavior, it should at least be made clear that the employee understands the behaviors that brought reward or punishment

Premack Principle

The idea that reinforcement is relative both within an individual and between individuals.

Reinforcement hierarchy

A rank-ordered list of reinforcers for an individual.

Social recognition

A motivation technique using such methods as personal attention, signs of approval, and expressions of appreciation.

Individual Incentive Plans

designed to make high levels of individual performance financially worthwhile

Equity theory

A theory of job satisfaction stating that employees will be satisfied if their ratio of effort to reward is similar to that of other employees.

Inputs

In equity theory, the elements that employees put into their jobs.

Outputs

In equity theory, what employees get from their jobs.

Input/output ratio

The ratio of how much employees believe they put into their jobs to how much they believe they get from their jobs.

Organizational justice

A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.

PAY FOR PERFORMANCE

payment on the basis of how much a person produced

MERIT PAY

receive pay bonuses based on performance appraisal scores

GAIN SHARING

payment based on improvements in group productivity

BASELINE

level of productivity before the implementation of a gainsharing plan

STOCK OPTIONS

employees are given the option of buying stock in the future at the price of the stock when the options are granted.