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Mgt 4310

Mgt 4310. Week 4. Motivation. An internal state Manager’s motivate employees by creating an environment where motivation is aligned to organizational goals. Maslow’s Hierarchy of Needs. Self-actualization. Self-esteem. Social Belonging. Security. Physiological.

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Mgt 4310

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  1. Mgt 4310 Week 4

  2. Motivation • An internal state • Manager’s motivate employees by creating an environment where motivation is aligned to organizational goals.

  3. Maslow’s Hierarchy of Needs Self-actualization Self-esteem Social Belonging Security Physiological

  4. Maslow’s Hierarchy of Needs Self-Actualization The need to develop one’s true potential and skills (creative, autonomous tasks) Self-Esteem The need for feelings of adequacy, competence, and confidence (awards, prestigious titles, promotions) Belongingness The need for social interaction, affection, friendship (opportunities to interact, supportive supervision) Safety The need for security, freedom from anxiety, order (job security, comfortable work environment, adequate pay) Physiological The needs for survival, such as, food, water, shelter (minimum pay and existence level support)

  5. Aldefer’s ERG Theory • Existence Needs – needs satisfied by material substances • Relatedness Needs – the need for meaningful social relationships • Growth Needs – need for developing one’s potential

  6. Social Reinforcement Theory • Increase desirable behavior by: • following with a desirable consequence (Positive Reinforcement) • Or • removing an undesirable consequence (Negative Reinforcement)

  7. Social Reinforcement Theory • Decrease undesirable behavior by: • following with a undesirable consequence (Punishment) • Or • removing the desirable consequence (Extinction)

  8. Hertzberg • Intrinsic motivation and Extrinsic Motivation • Job Design • Job Breadth, Job Enlargement (variety) • Job Depth, Job Enrichment (responsibility)

  9. Equity Theory Perceived Ratio Comparisona Employee’s Assessment Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < Inequity (Underrewarded) = Equity > Inequity (Overrewarded) aPerson A is the employee, and person B is a relevant other or referent.

  10. Ability Outcomes (rewards) Motivation Effort Performance A person’s motivation is a function of: Expectancy Theory A. Effort-to-performance expectations B. Performance-to-outcome expectancies C. Perceived valence of outcomes

  11. Motivation Equals = Valence (Value of Outcome) (E > P) (P > O) Effort Reward Outcome Performance Expectancy (E) Instrumentality (I) (probability of Performance leading to Reward Outcome) (probability of Effort leading to Performance) Influenced by Ability

  12. Implications of expectancy (Nadler and Lawler) • Understand outcomes valued by employees • Define desired behaviours (measurable) • Make sure performance is reachable • Link performance to outcomes • Look for conflicting expectancies (interfering outcomes) • Make rewards significant enough to be motivate • Check for equity

  13. Goal-Setting Theory • Setting specific goals increases performance • Difficult goals result in higher performance • Feedback causes higher performance than non-feedback • Goals must be accepted by the individual - people are more committed to goals they set themselves and make public

  14. Social Cognitive Effects:Self-Fulfilling Prophecy • When our expectations about another person cause that person to act in a way that is consistent with our expectations. Steps: • Expectations formed about future performance • Behaviour toward the person is consistent with our expectations • Effects are produced on the person’s beliefs (self-efficacy), motivations and performance • Behaviour fulfills expectations and reinforces original perceptions

  15. Creating a Motivation Model • Independent variable – a predictor variable (e.g. effort). Predicts outcomes. Normally found at the beginning of your model. • Dependent variable – an outcome or criterion variable (e.g. performance). Found at the end of your model. • Moderator variable – variables that will effect the relationship between the independent and dependent variables (e.g. ability). Normally placed at the edges of the model with links to the independent and dependent variables. • Mediator variable – a variable that links the independent and dependent variables. Found between the independent and dependent variable. The only link between the independent and dependent variable is through the mediator, otherwise the independent variable has no link to the dependent variable. Ability Satisfaction Effort Performance

  16. Job Characteristics Model

  17. Job enrichment • Combine tasks • Establish client relationships • Reduce supervision • Increase autonomy and decision making • Have direct feedback on performance

  18. Recognizing Contributions Build self-confidence through high expectations Connect performance to rewards Use a variety of rewards Be positive and hopeful

  19. Within groups of about 5 members, use the process theories to: • Develop a recommendation to present to the class on the way that you can motivate yourself and your classmates. • Make sure that you can explain the link to the theory or theories • Remember the instructor is not the sole initiator of motivation • Ideas that can be comfortably managed will be implemented

  20. Focus on whole not the individual • Issues • Concentrating rewards on the Stars • Concentrating outside not inside • Self-fulfilling prophecy gone wrong • Ignoring the culture

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