Motivation

1. Motivation Organizational Effectiveness

2. How Workers Feel About Their Jobs Survey of 2,408 in 1995 • Satisfaction: • Usually look forward to going to work: 66% • Don’t look forward to going to work: 34% • Participation: • Think involvement is important: 55% • Have a lot of direct involvement: 28% • Loyalty: • Feel a lot of loyalty to their employer: 54% • Feel they can trust their employer: 38%

3. Personality and Perception • Environment • Culture • Experiences Heredity Personality Perception

4. Order of Importance of Various Job Factors Source: A. I. LeDue, Jr., 1980.

5. Ways of Eliciting Feedback • Surveys—Closed or Open-ended • Interviews • Focus Groups • Confrontation Meetings

6. Summary of Reinforcement Contingencies

7. Schedules of Reinforcement and Their Effects on Behavior • Continuous reinforcement schedule. Reinforcement follows every correct response. • Produces a steady rate of performance as long as reinforcement continues to follow every response. • High frequency of reinforcement may lead to early satiation • Behavior extinguishes rapidly when reinforcement is terminated. • Best schedule for teaching new behavior. Responses per hour Time Reinforcement is terminated

8. Schedules of Reinforcement and Their Effects on Behavior • Fixed ratio (FR). A fixed number of responses must be made before a reinforcement occurs. • Tends to produce a vigorous and steady rate of response that is higher than continuous reinforcement. • Tends to extinguish rapidly when reinforcement is terminated. • Variable ratio (VR). A varying or random number of responses must be made before reinforcement occurs. • Capable of producing a very high rate of response that is vigorous, steady, and resistant to extinction. • Variable Interval (VI). The first correct response after a varying or random interval of time is reinforced. • Capable of producing a very high rate of response that is vigorous, steady, and resistant to extinction. Responses per hour Time Reinforcement is terminated

9. Schedules of Reinforcement and Their Effects on Behavior • Fixed Interval (FI). The first response after a fixed period of time is reinforced. • Produces an uneven response pattern that varies from a very slow, lethargic response rate immediately following reinforcement to a fast, vigorous response rate immediately preceding reinforcement. Responses per hour Time Length of fixed interval

10. Summary Motivation Model • Equity • Comparisons • Ability • Skills • Training • Work • Design • Rewards Intrinsic • Effort • Expectancy • Instrumentality • Valence X Performance Satisfaction Extrinsic • Goal Setting • Specificity • Difficulty • Acceptance • Commitment • Organizational • Structure • and Culture

11. Implications from Theory and Research on How to Motivate Others • Set clear and specific goals with employees. • Employees should feel that they can accomplish the goals. Thus they need to have the ability, training, and resources to succeed. • Job design, organizational culture, and structure should facilitate the achievement of the goals. • Goal accomplishment should be linked with salient internal and external rewards. • Inappropriate behaviors can be eliminated by punishment or by failing to reinforce them. • Rewards should be seen as being fair.

12. Advantages of Specialization • Learning time is reduced • Workers don’t spend time changing jobs • Increased proficiency • New technologies are more compatible with specialized jobs • Supervisors have more control over employee behavior

13. Disadvantages of Specialization • Workers often can’t control the pace of the work. • Repetitiveness can lead to boredom and poor quality. It also may result in health problems. • Workers only use a narrow set of skills. They may be able to do more. • Since workers see only a small part of the process, they may not be able to solve problems or improve productivity/quality very effectively. • Workers often experience low social interaction. • Workers may not be encouraged to think on the job.

14. How to Enrich Jobs • Accountability • Achievement • Control over Resources • Feedback • Personal Growth and Development • Control over Work Pace

15. Job Characteristics Model Personal values Job redesign methods Core job dimensions Psychological states Work outcomes

16. Why Performance Appraisals? • To recognize and reward good performance • To make decisions regarding promotions and hiring • To provide individuals with feedback to help in their development • To identify training and other needs for individuals and the organization • To obtain data for human resource planning

17. Problems with Appraisals • Evaluation and feedback are poor (see exhibit in text) • The atmosphere in the interview is highly defensive and not constructive • The rating system used is not linked to the desired behaviors • The behaviors that are being measured and rewarded are not linked to the organization’s mission and goals

18. Individual Incentives: Salary Merit Pay Bonuses/Stock Piece-Rate Commission Skill-Based Pay Knowledge-Based Pay Group Incentives: Merit Pay Bonuses Piece-Rate Commissions Company-Wide Incentives: Profit Sharing Gain Sharing Scanlon Plans Bonuses/Stock or Stock Options Types of Compensation

19. Solving Performance Problems • Describe the situation • Diagnose whether it’s an ability or motivation problem • Use joint problem solving to come up with solutions to the problem • Communicate consequences for the problem • Handle emergent problems (but don’t get deflected from the core problem) • Decide who will do what by when and follow up

20. Effective Punishment • Timely—Occurs immediately after the mistake • Unpleasant but not severe • Should focus on the particular act/behavior • Should be consistent across persons and time • Inform the person what he/she did wrong and how they can change/improve • Punishment should occur in a supportive environment • Punishment should not be followed by undeserved rewards

21. Progressive Discipline • Verbal Warning • Verbal Reprimand • Written Reprimand • Suspension • Discharge