Employee pay to the number of job relevant skills

Employee pay to the number of job relevant skills

Motivation

 

·         the psychological processes that arouse and direct goal-directed behavior

 

Motivation Process

 

·         -Unfulfilled Need: desire is needed to fulfill a need - as for food, safety, and recognition
-Motivation: You search for ways to satisfy the need
-Behaviors: You choose a type of behavior you think might satisfy the need
-Rewards: two types of rewards satisfy needs - extrinsic and intrinsic
-Feedback: Rewards inform you whether behavior worked and should be used again

 

Extrinsic Rewards

 

·         the pay off, such as money that a person receives from others for performing a particular task. (pay off comes from pleasing others)

 

Intrinsic Rewards

 

·         the satisfaction, such as a feeling of accomplishment that a person receives from performing the particular task itself. (pay off comes from pleasing yourself)

 

4 Major Prospectives on Motivation

 

·         Content
2. Process
3. Job Design
4. Reinforcement

 

Content Perspectives

 

·         also known, as need based perspectives, are theories that emphasize the needs that motivate people. ("What kind of needs motivate employees in the workplace?")

 

Maslow's Hierarchy of Needs Theory (Content Perspective)

 

·         proposes that people are motivated by 5 levels of needs: physiological, safety, love, esteem, and self actualization
-Lower level needs must be fulfilled before higher needs are fulfilled

 

Alderfer's ERG Theory (Content Perspective)

 

·         assumes that 3 basic needs influence behavior - existence, relatedness, and growth.
-More than one need may be activated at a time rather than activated in a stair-step hierarchy.
-Existence needs are the desire for physiological and material well being
-Relatedness needs are the desire to have meaningful relationships with people who are significant to us.
-Growth needs are the desire to grow as human beings and to use our abilities to their fullest potential.

 

McClelland Acquired Needs Theory (Content Perspective)

 

·         states that 3 needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace.
-Need for Achievement: the desire to excel at tasks, to do something more efficiently, to solve problems, to achieve excellence in challenging tasks.
-Need for Affiliation: the desire for friendly and warm relations with other people
-Need for Power: the desire to be responsible for other people, to influence their behavior or to control them,.

 

Personal Power

 

·         (negative) the desire to dominate others

 

Situational Power

 

·         (positive) the need to solve problems that further organizational goals.

 

Herzberg's Two Factor Theory (Content Theory)

 

·         proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from motivation factors and work dissatisfaction from hygiene factors.
-Hygiene Factors: (lower level needs) factors associated with job dissatisfaction - such as salary, working conditions, interpersonal relationships, and company policy - all of which affect the job context in which people work. ("Why are my people dissatisfied?")
-Motivating Factors: factors associated with job satisfaction - such as achievement, recognition, responsibility, and advancement - all of which affect job content or the rewards of work performance ("What will make my workers satisfied?")

 

Process Perspectives

 

·         concerned with the thought processes by which people decide how to act - how employees choose behaviors to meet their needs.

 

Equity Theory (Process Perspective)

 

·         focuses on employee perceptions as to how fairly they think they are being treated compared with others
-Inputs: what people perceive that they give to an organization (time, effort, training, experience, intelligence, creativity, seniority, and status)
-Outputs: the rewards that people receive from the organization (pay, benefits, praise, recognition, bonuses, and promotions)
-People compare the ratio of their own outcomes to inputs against the ratio of someone else's outcomes to inputs to make a judgment about fairness

 

Expectancy Theory (Process Perspective)

 

·         Suggests that people are motivated by two things - how much they want something and how likely they think they are to get it (assuming that they have choices, people will make the choice that promises them the greatest reward if they think they can get it)
-Expectancy: the belief that a particular level of effort will lead to a particular level of performance (effort to performance expectancy)
-Instrumentality: the expectation that successful performance of the task will lead to the outcome desired (performance to reward expectancy)
-Valence: the importance a worker assigns to the possible outcome or reward
-For your motivation to be high, you must be high on all 3 elements. (if any element is low, you will not be motivated)

 

Goal Setting Theory (Process Perspective)

 

·         suggests that employees can be motivated by goals that are specific and challenging but achievable (people must understand and accept the goals)
-Goals should be specific
-Goals should be challenging but achievable
-Goals should be linked to action plans (activities or tasks that need to be accomplished)
-Goals need not be set jointly to be effective
-Feedback enhances goal attainment

 

Job Design Perspectives

 

·         the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance.

 

Fitting People to Jobs (Job Design Perspective)

 

·         based on the assumption that people will gradually adapt to any work situation (jobs are tailored so that nearly anyone can do them.
-Job Simplification: the process of reducing the number of tasks a worker performs (when a job is stripped down to its simplest elements, it enables a worker to focus on doing more of the same task, thus increasing employee efficiency and productivity but may also lead to poor mental health and low sense of accomplishment)

 

Fitting Jobs to People (Job Design Perspective)

 

·         based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility
-Job Enlargement: consists of increasing the number of tasks in a job to create variety and motivation
EX: the job of installing flat screen TVs could be enlarged to include installation of the circuit boards as well.
-Job Enrichment: consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work and advancement. (Employees take on chores that would normally be performed by their supervisors).

 

Job Characteristics Model

 

·         consists of 5 core job characteristics that affect 3 critical psychological states of an employee that in turn effect work outcomes - the employees motivation, performance, and satisfaction.

 

The 5 Job Characteristics

 

·         Skill Variety: describes the extent to which a job requires a person to use a wide range of different skills and abilities.
EX: The skill variety required by a rock scientist is higher than that for a short-order cook.
2. Task Identity: describes the extent to which a job requires a worker to perform all the tasks need to complete the job from beginning to end.
EX: The task identity for a craftsperson who goes through all the steps to build handmade acoustic guitars is higher than it is for an assembly-line worker who just installs windshields on cars.
3. Task Significance: describes the extent to which a job affects the lives of other people, whether inside or outside the organization.
EX: A technician who is responsible for keeping a hospital's electronic equipment in working order has higher task significance than a person wiping down cars in a carwash.
4. Autonomy: describes the extent to which a job allows an employee to make choices about scheduling different tasks and defining how to perform them.
5. Feedback: describes the extent to which workers receive clear, direct information about how well they are performing the job.
EX: Professional basketball players receive immediate feedback on how many of their shots are going into the basket. Engineers working on new weapons systems may go years before learning how effective their performance has been.

 

Reinforcement Perspectives

 

·         attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated. (the use of reinforcement theory to change human behavior is called behavior modification)

 

 Positive Reinforcement

 

·         the use of positive consequences to strengthen a particular behavior

 

Negative Reinforcement

 

·         the process of strengthening a behavior by withdrawing something negative

 

Extinction

 

·         The weakening of behavior by ignoring it or making sure that it is not reinforced
EX: A supervisor might tell a successful salesperson, "I know you exceeded your quota, but now that our company has been taken over by another firm, we're not giving out bonuses anymore." Presumably this will weaken the salesperson's efforts to perform better in the future

 

Punishment

 

·         The process of weakening behavior by presenting something negative or withdrawing something positive

 

Pay for Knowledge

 

·         ties employee pay to the number of job relevant skills or academic degrees they earn