Chapter 7 Powerpoint

Economic Impact
- The economic cost of unmotivated employees exceeds $450 billion per year for U.S. organizations.
Emotional Attachment
- 70% of all U.S. workers have little or no emotional attachment to their company.
Statistics on Motivated Employees
- Motivated employees with high emotional attachment:
- Take 41% fewer days off.
- Are 59% less likely to leave the organization.
- Experience 70% fewer work-related accidents.
- Cause 40% fewer quality defects.
- Are 20% more productive.
- Results in a 21% increase in overall profitability.

Intensity: The level of effort a person exerts in their work.
- Defined as how hard a person tries. (Page 3)
Direction: The specific focus of a person's efforts.
- Defined as where a person puts their effort. (Page 4)
Persistence: The ability to maintain effort despite facing obstacles and setbacks.
- Defined as maintaining effort in the face of obstacles and setbacks. (Page 5)

Physiological Needs: Basic requirements for human survival (e.g., food, water, warmth, rest).
Safety Needs: Security and safety; feeling protected.
Belongingness and Love Needs: Importance of intimate relationships and friendships.
Esteem Needs: Needs related to self-fulfillment and a sense of accomplishment.
Self-Actualization: Achieving one’s full potential, including creative activities.
Key Takeaways
- To motivate employees, provide rewards that satisfy their prevailing needs.
- A satisfied need will no longer serve as a motivator.
- Identify and evaluate what specific needs employees have. (Page 7)

Motivators: Factors that can lead to job satisfaction.
- Elements include:
- Opportunity for promotions.
- Opportunity for growth.
- Recognition.
- Responsibility.
- Achievement.
Hygiene Factors: Elements that do not necessarily motivate but can lead to dissatisfaction if absent.
- Elements include:
- Supervision.
- Pay.
- Company policies.
- Physical work conditions.
- Relationships with others.
- Job security.
Key Takeaways
- Hygiene factors alone do not lead to motivation; they simply prevent dissatisfaction.
- Motivators contribute to employee satisfaction and motivation. (Page 10)

Need for Achievement: The drive to excel and meet goals.
Need for Power: The desire to influence the behavior of others.
Need for Affiliation: The craving for friendly and close interpersonal relationships.
Key Takeaways
- Individuals high in need for power often enjoy supervisory or leadership roles.
- Those high in need for affiliation perform well in collaborative settings.
- Those high in need for achievement are motivated by a sense of accomplishment, which may include:
- Setting stretch goals.
- Receiving feedback on progress. (Page 12)

Components of Effective Goal Setting:
- Goals should be Specific, Measurable, Attainable, Relevant, and Timely.
Management by Objectives (MBO)
- Framework that includes specific goals, involvement in goal development, a timeline, and performance feedback.
Contingency Variables in Application:
- Consideration of group vs. individual goals.
- Individualistic cultures vs. collectivist cultures.
- Assigned goals vs. collaboratively set goals.
- High vs. low power distance cultures. (Page 14)

Concept of Self-Efficacy: The belief in one’s capacity to perform a task successfully.
Factors Influencing Self-Efficacy:
- Enactive Mastery: Success or failure based on actual performance experiences.
- Role Modeling: Gaining experiences and learning from observing others.
- Verbal/Social Persuasion: Encouragement through motivational talks.
- Physiological Cues: Recognizing somatic or emotional states.
Key Takeaways:
- Create opportunities for employees to try new experiences and be successful.
- Encourage mentorship and role models within the organization.
- Facilitate verbal encouragement and develop support groups.
- Provide training to reduce physical symptoms of distress (e.g., mindfulness training). (Page 16)

Based on experiments by B.F. Skinner, stating that behavior is influenced by its consequences.
Key Concepts:
- Positive Reinforcement: Adding something positive to encourage behavior.
- Negative Reinforcement: Removing something negative to encourage behavior.
- Punishment: Adding something negative to discourage behavior.
- Extinction: A method to weaken behavior by eliminating reinforcement.
Types of Reinforcement:
- Fixed-Ratio Schedule: Reinforcement after a constant number of responses.
- Variable-Ratio Schedule: Reinforcement after a changing number of responses.
- Fixed-Interval Schedule: Reinforcement of the first response after a constant amount of time.
- Variable-Interval Schedule: Reinforcement of the first response after a changing amount of time.
Key Takeaways:
- Employee behavior is a function of its consequences; hence carefully design consequences to achieve desired behaviors.
- Reinforcement strengthens behaviors, while punishment and extinction weaken them. (Page 20)

Inputs: Contributions employees bring to their jobs (e.g., loyalty, hard work, commitment, trust).
Outputs: Rewards received in return (e.g., salary, benefits, recognition, achievement).
Equitability: A balance must be maintained between inputs and outputs.
Responding to Inequity:
- Change inputs, change outcomes, alter perceptions, select different reference individuals, or leave the situation.

Distributive Justice: Fairness of the rewards received.
Procedural Justice: Fairness of the processes used to distribute rewards.
Interactional Justice: How employees feel treated in terms of communication and respect.
Key Takeaways:
- Fair treatment fosters trust and improves motivation.
- Ensure fair distribution of outcomes, processes, and communication to maintain justice in the workplace. (Page 24)

Components:
- Effort-Performance: The belief that effort will yield acceptable performance.
- Performance-Reward: The belief that acceptable performance results in the desired reward.
- Rewards-Personal Goals/Needs: The value of the reward to the employee.
Key Takeaways:
- Identify barriers to motivation in the effort-performance and performance-reward links.
- Ensure that performance goals are realistic and that rewards are aligned with employee values. (Page 26)