Source : INTERNET

Many different ways to motivate employees.

People have preferences for different types of motivation.

Link Motivation to leadership style Link Motivation to organizational culture.

Performance = motivation X ability X situational factors (leadership support, resources, peer support, etc).

Attributions. Ability is relatively fixed. Ability linked to

wages. Supervisors can work largely on

motivation or situational factors. In this class focus on leadership support and peer support (teams). Other classes resource (ex. MIS).

Basic job motivation. Most firms have average workers. Exceptional firms motivate average workers. (note some firms have high pay and select talented employees).

Change efforts Supervision is easier if people are trying.

Describe the circumstances.

Intrinsic vs. Extrinsic Motivation

• Intrinsic Motivation being driven by positive feelings associated with doing well on a task or job

• Extrinsic Motivation motivation caused by the desire to attain specific outcomes

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A Model of Intrinsic Motivation

Sense ofChoice

Sense ofCompetence

Sense ofMeaningfulness

Sense ofProgress

Opportunity Rewards

Accomplishment Rewards

From Task Activities

From Task Purpose

8-19Figure 8-6

Video How do they create meaning, choice,

competence, progress?

.

The Job Characteristics Model

High work effectiveness

High growth satisfaction High general job satisfaction

High intrinsic work motivation

Outcomes

Knowledge of the actual results of the work activities

Experienced responsibility for outcomes of the work

Experienced meaningfulness of work

Criticalpsychological

state

Feedback from job

Autonomy

Skill variety Task identity Task significance

Core job

characteristics

Moderators1. Knowledge and skill2. Growth need

strength3. Context satisfaction

8-15Figure 8-5

Low cost Persistence is high Unleash employees for change. Builds relationships internally and

externally

Control freaks nightmare Strategic change is difficult.

Often ignored in today’s work environment.

Its what many of the best firms do! Very few average or below average firms do not.

Not leadership per se but more organizational culture.

Leadership style needs to be supportive to create the culture.

Many different approaches. Debate highlighted these issues.

Discussed earlier.

Negative and Positive Inequity

A. An Equitable Situation

SelfSelf OtherOther

$2

1 hour

= $2 per hour$4

2 hours

= $2 per hour

9-5Figure 9-1

Factors Considered When Making

Equity Comparisons

Challenging assignments

Experience

Fringe benefitsEducation/training

Pay/bonusesTimeOutcomesInputs

Time off with pay/Job securityRecognition

Past Performance Ability and Skill

Effort

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.

Pleasant/safe working environment

Loyalty to organization

Status symbolsSeniority

Career advancement/promotions

Creativity

OutcomesInputs

Opportunity for personal growth/development

Age

Factors Considered When Making

Equity Comparisons

9-3Table 9-1 cont.

Ask for a raise; ask for a new title;seek outside intervention

3) Person can attempt to increase his or her outcomes

Don’t work as hard; take longer breaks

2) Person can attempt to increase his

or her inputs

Work harder; attend school or a specialized program

1) Person can increase his or her inputs

ExamplesMethods

Ask for less pay4) Person can decrease his or her outcomes

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Perceived Justice is important to employee.

Some are more equity sensitive than others.

Depends. Some questions. Debate if pay should be

made public. What would equity theory suggest?

Susan is a single parent. She needs to come in late to drop her kids at school. How do you manage this? How could equity theory guide your choices?

Can you be best friends or have intimate relations with your one subordinate?

Here is a tough one. Which leadership style is most equity sensitive? Least equity sensitive?

Assumes People will do what is most rewarding for them.

So as students, choice to work and earn more money or study.

Work for a course where all get As or course where full range distribution.

Work in a course where can get an A or work in a course where lucky to get B but unlikely to fail.

What gets you ahead on your job. Playing golf with your boss or doing a good job.

Your job is MIS systems. You are the nerd of all nerds. Love programming and hate people. Job requires meeting clients needs. Spend more time programming or talking to clients?

Effort Performance Outcomes

Vroom’s Expectancy Theory

•Expectancy belief that effort leads to a specific level of performance

•Instrumentality a performance outcome perception

•Valence the value of a reward or outcome

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Factors that Influence and Employee’s Expectancy

Perceptions• Self-esteem• Self-efficacy• Previous success at the task• Help received from a

supervisor and subordinates• Information necessary to

complete the task• Good materials and equipment

to do work with

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Written statements/policies Historical evidence. Past perceptions from experiences of self

and others Role ambiguity

Individual differences.

Using expectancy theory, what would you do using expectancy theory.

Make reward systems explicit and clear. Make job standards explicit and clear. Prepare people to succeed at job

standards. Links to which leadership style. Expectancies are supervisory based.

Instrumentalities can be supervisor or organizational culture.

Prerequisites to Linking Performance and Rewards

Managers should: Develop and

communicate performance standards

Give valid and accurate performance ratings

Determine the relative mix of individual vs. team contribution to performance and reward accordingly

Use the performance ratings to differentially allocate rewards among employees

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Very general and difficult to implement in reality.

My favorite extrinsic mode of motivation. Effective managers work with

subordinates to set specific, objective performance standards. All jobs.

Retails sales easiest. Police officer Football athletic trainer.

Locke’s Model of Goal Setting

Encouraging thedevelopment of goal-attainment strategies

or action plans

Increasingone’s persistence

Regulatingone’s effort

Directingone’s attention

Goalsmotivate the

individualby...

Taskperformance

9-22Figure 9-3

Insights from Goal Setting Research

1) Difficult goals lead to higher performance

2) Specific, difficult goals lead to higher performance for simple rather than complex tasks

3) Feedback enhances the effect of specific, difficult goals

4) Participative goals, assigned goals, and self-set goals are equally effective

5) Goal commitment and monetary incentives affect goal-setting outcomes

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Starts at the top. Officers set strategic goals. Target. 5% revenue Growth through repeat customers -- quality and choice at a low price.

Store manager goals Dept manager goals Floor attendants goals Check out goals

Goals are a tool to both motivate and identify performance problems (performance management).

Goals setting done jointly long time frame.

Monitor (indirectly) if goals are being attained.

Provide feedback daily, weekly, monthly

Supervisor monitors. Gives recognition if goals on target Problems solves if goals are not on

target. Done in supportive manner. What does supervisor need to do to help? What does subordinate need to do to help?

Bonuses given if goals are met.

But not widely used.

Steps to adoption are specific and clear. Monitoring and feedback. Leadership style. Organizational culture.

Game playing/Ethical lapses with outcome measurements.

Poor goal assessment.

Different approachesChoice based on beliefs about employees,

leadership style and organizational culture.

All can be proven to be effective at achieving different things.