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Employee Motivation

Employee Motivation. I/O Psychology in My Life. Exercise 9.1 Describe a job in which you were motivated to perform well. Why do you think you were so motivated? Describe a job in which you were not very motivated? Why the lack of motivation?. Individual Differences in Motivation.

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Employee Motivation

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  1. Employee Motivation

  2. I/O Psychology in My Life Exercise 9.1 Describe a job in which you were motivated to perform well. Why do you think you were so motivated? Describe a job in which you were not very motivated? Why the lack of motivation?

  3. Individual Differences in Motivation • Self-esteem • Chronic • Situational • Socially influenced • Need for achievement • Intrinsic motivation

  4. What is Your Level of Self-Esteem?Exercise 9.2

  5. What is Your Level of Intrinsic Motivation?Exercise 9.3

  6. Increasing Self-Esteem • Self-esteem workshops • Experience with success • self-fulfilling prophecy • trying new experiences and taking little steps • Supervisor behavior • Pygmalion effect • Golem effect

  7. Need for Achievement • McClelland (1961) • Three needs • Need for achievement • Need for affiliation • Need for power

  8. Employee Values and Expectations • Have the employee’s expectations been met? • Realistic job previews (RJPs) • Job descriptions • Have the employee’s needs, values and wants been met? • Maslow’s Needs Hierarchy • ERG Theory • Two-factor Theory

  9. Maslow’s Need Hierarchy Self-Actualization Needs Ego Needs Social Needs Safety Needs Basic Biological Needs

  10. ERG Theory • Growth • Relatedness • Existence

  11. Two-Factor Theory • Motivators • Responsibility • Growth • Challenge • Job control • Hygiene factors • Pay • Benefits • Coworkers • Security

  12. Comparison of Needs Theories

  13. Job Characteristics Theory • Employees desire jobs that are • Meaningful • Allow autonomy • Provide them with feedback • Jobs will have motivating potential if they have • Skill variety • Task identification • Task significance

  14. Job Characteristics and Work BehaviorFried and Ferris (1987) meta-analysis

  15. Setting Goals • Specific • Measurable • Difficult but attainable • Relevant • Time bound • Employee participation

  16. Exercise 9.4Setting Goals

  17. Providing Feedback • Positive Feedback • should be specific • should be sincere • should be timely • Negative Feedback • should be constructive • concentrate on behaviors • always give in private • Self-Regulation Theory

  18. Going Hollywood Office Space (DVD Segment 13)

  19. Going Hollywood 9 to 5 (DVD Segment 5: The Xerox Room)

  20. Let's Talk What was wrong with the feedback in the video clips?

  21. Rewarding Excellent Performance • Timing of the reward • Contingency of the reward • Type of reward

  22. The Premack Principle • Different things reinforce different people • We can get people to engage in behaviors they don’t like (e.g., studying) by reinforcing them with the opportunity to engage in behaviors they like better (e.g., taking out the trash)

  23. Sample Reinforcement Hierarchy Most Desired - Money - Time off from work - Lunch time - Working next to Wanda - Supervisor praise - Running the press - Getting printing plates - Throwing out oily rags - Typesetting - Cleaning the press Least Desired

  24. Your Own Reinforcement HierarchyExercise 9.5

  25. Financial Incentive Plans • Individual Incentive Plans • pay for performance • merit pay • Organizational Incentive Plans • profit sharing • gainsharing • stock options

  26. Variable Pay Individual (tenure, performance, skill and knowledge) Organizational (gainsharing, profit sharing, stock options) _______________________________________________ Adjustments Location (COLAs) Shift ________________________________________________ Base Pay Market value Job evaluation Benefits

  27. Punishing Poor Performance

  28. Let's Talk What are the merits of rewarding good performance versus punishing bad performance?

  29. Treating Employees FairlyEquity and Keeping Promises

  30. Are Rewards And Resources Given Equitably? • Equity Theory • Components • inputs • outputs • input/output ratio • Possible Situations • underpayment • overpayment • equal payment

  31. Underpayment Work less hard Become more selfish Lower job satisfaction Overpayment No guilt feelings Work harder Become more team oriented Equity Theory

  32. Exercise 9.6Using Equity Theory

  33. Expectancy Theory • Expectancy • Instrumentality • Valence

  34. Motivation Level of Other EmployeesSocial Learning

  35. Going Hollywood Applied I/O Psych Segment 1

  36. Putting it all Together Exercise 9.7: Case Study

  37. Putting it all Together Exercise 9.8: Your Own Theory

  38. Putting it all Together Applied Case Study: Taco Bueno Restaurants

  39. Let's Talk Focus on Ethics Motivation Strategies

  40. What Do You Think? • Although there were some legal ramifications for what Hooter’s did, do you think what they did to the waitress was also unethical? • Do you think that the waitresses were lied to? If so, do you think lying to employees is unethical? • What do you think about the motivating strategy of allowing employees to rip off the shirts of other employees? Is humiliating employees ethical?

  41. What Do You Think? • Is it ethical to promise money or other monetary compensation to students for studying hard? What if the losing students actually studied harder then the winner, but the winner only did well because he/she just happened to be brighter? Would giving that student the money be fair to the students who studied hard? • Does the fact that these motivation techniques had the desired result by increasing sales or decreasing the use of paper outweigh any negative consequences of such motivators?

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