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Applying Content Theories

Applying Content Theories. Different people want different things The same person wants different things at different times Intrinsic rewards are effective more often than are Extrinsic rewards. EXPECTANCY THEORY. E P (Expectancy) What is the probability

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Applying Content Theories

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  1. Applying Content Theories • Different people want different things • The same person wants different things at different times • Intrinsic rewards are effective more often than are Extrinsic rewards

  2. EXPECTANCYTHEORY E P (Expectancy) What is the probability that I can perform at the required level if I try? P O (Instrumentality) What is the probability that my good performance will lead to desired outcomes? Valence What value do I place on the potential outcome? Effort Performance Outcomes

  3. Applying Expectancy Theory • Increase Expectancy: • Enhance employees’ skills • Build up employees’ confidence • Increase Instrumentality: • Clarify what performance is necessary for rewards to occur • Build trust by fulfilling promises • Increase Valences: • Find out what employees want from their jobs

  4. Ranking Rewards How do you think 1000 non-managers ranked the following? (1 = highest) _2_ Work done being appreciated _4_ Job security _7_ Good working conditions _3_ Feeling of being in on things _5_ Good wages _9_ Tactful discipline _8_ Organization being loyal to employees _1_ Interesting work 10_ Sympathetic help with personal problems _6_ Promotion and growth opportunities

  5. GOAL-SETTING THEORY • Assumes goals are motivating

  6. Criteria for Effective Goals • Specific • Measurable • Attainable, but challenging • Relevant • Time-based

  7. Applying Goal-Setting Theory • Management by Objectives (MBO) • Setting goals • Developing action plans • Reviewing progress • Appraising overall performance

  8. EQUITY THEORY • Unique in viewing motivation as affected by Comparisons to other people. • We expect the Ratio of our Outcome to Input to be equivalent to that of others. • We are Motivated to correct inequity.

  9. Applying Equity Theory • Correct Inequities • Change Outcomes given • Have employees change Input

  10. Possible Sources of Dissatisfaction with Assembly Line Jobs Lack of Control over the Job Limited Social Interaction with Others in the Workplace Involvement with only a Portion of the Total Production Cycle Repetitiveness Physical Discomfort

  11. Approaches to Job Design • Biological • Make work safe, comfortable • Perceptual/Motor • Design equipment, layout, etc. to fit humans • Mechanistic • Job Simplification • Motivational • Make work more satisfying (Intrinsic motiv.) • Rotation, Enlargement • Enrichment - incorporates high-level motivators into work.

  12. Skill variety Task identity Task significance Meaningfulness Autonomy Responsibility Feedback from job Knowledge of results Individual differences Job Characteristics Model Core Job Characteristics Critical Psychological States Outcomes Work motivation Growth satisfaction General satisfaction Work effectiveness

  13. Obstacles to Job Enrichment • Training is typically needed • Short-term performance declines are normal • Some people have low “Growth Need Strength” • Employees may expect higher pay

  14. MAJOR IMPLICATIONS OF MOTIVATION THEORIES • Provide Valued Extrinsic and Intrinsic Rewards • Recognize Individual Differences • Watch for Changes in an Individual’s Motives • Use Mainly Positive Reinforcement • Set Challenging, but Attainable Goals • Train and Encourage People • Distribute Rewards Equitably • Provide Meaningfulness, Responsibility, Knowledge of Results

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