MGMT 340 - Chapter 7 Lecture Notes

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