Management final sophomore year 2024

The relationship between motivation and performance

effort

nature of motivation

the reason for people's actions, willingness and goals

Maslow’s Hierarchy of Needs

Deficit principle:

Satisfied need no longer motivates behavior

Maslow’s Hierarchy of Needs

Progression principle:

The need at one level does not become activated until the lower level need in the hierarchy is satisfied

what does Maslow’s Hierarchy of Needs mainly focus on?

what factor or factors motivate people

Maslow’s Hierarchy of Needs weaknesses

• five levels of need are not always present

• order is not always the same

• cultural differences

Maslow’s Hierarchy of Needs needs:

• Self-actualization

• esteem

• belongingness

• security

• physiology

Alderfer’s ERG Theory

Existence needs:

• Material well-being

• Relates to Maslow’s physiological and safety needs

Alderfer’s ERG Theory

Relatedness needs:

• How one individual relates to his/her social environment

• Relates to Maslow’s belongingness and external self esteem needs

Alderfer’s ERG Theory

Growth needs:

• Desire for personal growth and development

• Relates to Maslow’s internal esteem and self-actualization

Process Perspectives on Motivation

Expectancy theory:

Motivation depends on how much we want
something and how likely we are to get it

Expectance theory factors

Effort to Performance Expectancy or Expectancy (E)

is the probability that effort will lead to performance

Expectance theory factors

Performance to Outcome Expectancy or Instrumentality (I)

is the perception that performance leads to an
outcome. Outcome is the consequence or reward for
performance

Expectance theory factors

Attractiveness or Valence (V)

is how much a particular outcome/reward is valued

Expectancy theory equation

M = E x I x V

expectancy theory

motivated behavior to occur

• Effort-to-performance must be greater than 0

• Performance-to-outcome must be greater than 0

• Sum of valences must be greater than 0*

• One or more valences may be negative!

Equity Theory

Individuals equate value of rewards to effort and
compare it to other people

Edwin Locke’s Goal-Setting Theory

Employees will be motivated by goals that have 4
characteristics: difficulty, specificity, acceptance, and commitment

Edwin Locke’s Goal-Setting Theory: Difficulty:

Extent to which a goal is challenging and requires effort

Edwin Locke’s Goal-Setting Theory: Specificity:

Clarity and precision of the goal

Edwin Locke’s Goal-Setting Theory: Acceptance:

Extent to which persons accept a goal as their own

Edwin Locke’s Goal-Setting Theory: Commitment:

Extent to which an individual is personally interested in reaching a goal

Reinforce desirable behaviors: Positive Reinforcement

strengthens behavior by providing a desirable consequence

Reinforce desirable behaviors: Avoidance or Negative Reinforcement

strengthens behavior by allowing escape from an undesirable consequence

Eliminate undesirable behaviors: Punishment weakens

behavior by providing an undesirable consequence

Eliminate undesirable behaviors: Extinction weakens

behavior by not providing a desirable consequence

Reinforcement Theory

Explains the role of rewards as they cause behavior to
change or remain the same over time

Variable Work Schedules

Compressed work schedule:

allows an employee to work a traditional 35-40 hour workweek in less than five workdays. For example, a full-time employee could work four 10-hour days instead of five 8-hour days.

Flexible Work Schedules

• Flextime

• Job sharing

• Telecommuting

Flextime

flexible hours schedule that allows workers to alter their workday and decide/adjust their start and finish times

Job sharing

Job sharing or work sharing is an employment arrangement where two people, or sometimes more, are retained on a part-time or reduced-time basis to perform a job normally fulfilled by one person working full-time

Telecommuting

the practice of working from home, making use of the internet, email, and the telephone

Communication

The process of transmitting information from
one person to another

3 basic forms of communication: Interpersonal Communication (oral/written)

between persons

3 basic forms of communication: Networks and Teams

Between people is work groups

3 basic forms of communication: Organizational Communication

Between groups/units

Oral vs written

Oral Communication: when the spoken word is used to express meaning

Written Communication: when the written word is used to transmit meaning.

Nonverbal Communication definition

The communication exchange that does not use
words or uses words to carry more meaning than
the strict definition of the words themselves

Nonverbal Communication elements

• Images are the kinds of words people elect to use

• Settings

• Body Language, facial expression, inflection of
  your voice

Communication Networks

Patterns through which members
of a group or team communicate

Vertical Communication

Communication that flows up and down
the organization, usually along formal
reporting lines.

• Upward Communication is most subject to
  distortion.

• Downward Communication

Horizontal/Lateral Communication

Communication that involves persons at
the same level of the organization

The grapevine communication

An informal communication network that can permeate an organization.

• The Gossip Chain: One person tells many

• The Cluster Chain: Many people tell a few
  

Benefits of Teams from the Organization’s Stand Point

• Give more responsibility for task performance to the workers who do the tasks.

• Empower workers by giving them greater authority and decision-making freedom.

• Allow organizations to capitalize on the knowledge and motivation of their workers.

• Enable the organization to shed its bureaucracy and to promote flexibility and responsiveness

Stages of Group Development: forming:

• Attempting to define the task and how the
  task will be accomplished

• Abstract discussions of task-related
  concepts/issues, frustrates some
  members

Stages of Group Development: storming

Defensiveness, competition, and factions
Arguing among members, even when
they agree

Stages of Group Development: norming

• Establishing and maintaining team ground
  rules

• More friendliness and confiding in one
  another

Stages of Group Development: performing

• Ability of the group/team to prevent or work
  through problems

• Close attachment to the team

Role Ambiguity

When the sent role is unclear

Role Overload

When role expectations exceed an individual’s
capacities or when a person takes on too many
roles

Role Conflicts: interrole Conflict:

• Conflict between roles

• Conflicting demands for one role
  from different sources

Role Conflicts: Intrasender Conflict:

When a single source sends contradictory messages

Role Conflicts: Person-role Conflict:

Discrepancy between role requirements and an individual’s values, attitudes, and needs

behavioral norms

Standards of behavior that a group accepts and
expects of its members.

• Examples: output level, dress code,
  promptness

Group Cohesiveness

Tendency for a group to be in unity while working
toward a goal