MGMT 340 - Chapter 7 Lecture Notes

Motivated employees w/ high emotional attatchment

Motivated employees w/ high emotional attatchment

• Fewer days off

• Less likely to leave

• Less work-related accidents

• Less quality defects

• More productive

• Increase in overall profitability

Intensity

• How hard a person tries

Direction

• Where a person puts effort

Perisstnece

Maintaining effort in face of obstacles & set backs

Maslow's Hierarchy of Needs

• Must complete previous need to move up to next level

• Satisfied need no longer serves as a motivator

• Develop ways to determine what employee needs

Two-Factor Theory

Motivators and Hygiene Factors

Motivators (Intrinsic / Internal)

• Opportunity for promotions

• Opportunity for growth

• Recognition

• Responsibility

• Achievement

Hygiene Factors (External)

• Supervision

• Pay

• Company Policies

• Physical work conditions

• Relationship with others

• Job security

McClelland's Theory of Needs

• Need for Achievement

  • Drive to excel, meet goals

• Need for Power

  • Influence behavior of others

• Need for Affiliation

  • Friendly & close interpersonal relationships

If you're high on need for power, you:

• Enjoy supervisory, management, & leadership positions

If you're high on need for affiliation, you:

• Perform well in helping professions and working in groups (nursing, physical therapy, etc.)

If you're high on need for achievement, you:

• motivated by sense of accomplishment, like stretch goals or feedback on progress

Goal-Setting Theory

• SMART (Specific, measurable, attainable, relevant, timely) goals

Management by Objectives (MBO)

• Specific Goals

• Participation in development

• Set time line

• Performance feedback

Contingency Variables in Application

• Group v.s. individual goals

• Individualistic vs collectivistic cultures

• Assigned goals or collaboratively set goals

• High power distance vs low power distance cultures

Self Efficacy Theory

• Belief in your capacity to successfully perform a task

• enactive self-mastery, role-modeling, verbal/social persuasion, physiological cues

Enactive self-mastery

Failure or success of actual performance

Role-Modeling

Vicarious experiences by observing or visualization

• Youtube tutorials

Verbal/Social Persuasion

• Pep talks

  • positive self talk

Physiological Cues

• Low when you feel confident

• Signs of distress

Reinforcement Theory

• Based on experiments by B.F. Skinner

  • Behavior is a function of its consequences

    • Some repeat behaviors are rewarded

    • Reduce behaviors by punishment

Positive Reinforcement

Something added to encourage behavior

• ex. Congratulating employee after presentation

Negative Reinforcement

Something removed to discourage behavior

• ex. Someone late to office & reprimand every day, but when on time --> remove reprimand

Reinforcement does what to behavior

• Strengthens behavior

Punishment does what to behavior

• Weakens behavior

Extinctinon does what to behavior

• Eliminates behavior

Fixed, Ratio Reinforcement

• Completion of a constant number of responses

• works best for new behaviors

Fixed, Interval Reinforcement

Reinforces 1st response after a constant amount of time

• • works best for new behaviors

Variable, Ratio Reinforcement

Completion of a changing number of responses

• most resistant to extinction

Variable, Interval Reinforcement

Reinforces the 1st response after a changing amount of time

• • most resistant to extinction

Inequity

• over-rewarded or under-rewarded

• to eliminate inequities:

  • change inputs / outcomes

  • change perceptions of self / others

  • choose different referent

  • leave

Distributive Justice

Perceived fairness of outcomes/rewards received

Procedural Justice

perceived fairness of process used to distribute rewards

Interactional Justice

• Whether employees are provided w/ truthful info & treated with dignity + respect

Expectancy Theory

Effort --> Performance --> Reward