Cptr 5 & 6

• Motivation


  Factors that cause, direct and sustain an individual's behavior
• Motivation process


  • Unsatisfied need
  • Search behavior
  • Satisfied need
  • Reduction of tension
• Maslow's Hierarchy of Needs


  • All people have a set of five needs which can be ranked in hierarchy (from the lowest to the highest)
  • The higher level of needs may not be reached before the lower level is satisfied (progression principle)
  • People are motivated by the unfulfilled needs and not the satisfied needs

  
• Maslow's five levels of individual's needs

  • Physiological needs
  • Safety and security needs
  • Social needs or sense of belonging
  • Self-esteem needs
  • Self-actualization

  
• McGregor's Theory X


  • Managers have pessimistic view of employees
  • Employees inherently dislike work, avoid responsibility, lack ambition, resist change, feel work is of secondary importance, prefer to be led than to lead, have to be pushed by managers to work
  • Managers apply autocratic style of leadership
• McGregor's Theory Y


  • Managers have optimistic view of employees
  • Employees are willing to work, accept responsibility, capable of self-direction and self-control, use imagination and creativity
  • Managers must encourage full participation, broaden subordinate self-direction and self-control
• Herzberg's Two-Factor Theory


  • Dissatisfiers (hygiene) factors are associated with job context and cause job dissatisfaction
  • Satisfiers (motivating) factors are associated with job content and cause job satisfaction
  • Improvement in dissatisfiers can prevent job dissatisfaction but not improve satisfaction, improvement in satisfiers can increase satisfaction but not prevent dissatisfaction
• McClelland's Three Needs Theory

  • Need for achievement - drive to do well, overcome challenges, pursue goals
  • Need for power - drive to control, influence and impact others
  • Need for affiliation - drive to establish, maintain or renew relationships
• Goal-setting theory


  Specific, measurable, attainable, realistic and time-bound (SMART) goals increase performance
• Self-efficacy


  A person's belief in their ability to succeed in a particular situation
• Reinforcement theory


  • Behavior is a function of its consequences
  • Positive reinforcement, negative reinforcement, extinction, punishment
• Expectancy theory


  Motivation depends on individual's expectations about their ability to perform tasks and receive desired rewards
• Equity theory


  • Individuals compare their outcome/input ratio to that of others
  • Overpayment inequity, underpayment inequity, equity
• Maslow's hierarchy of needs is aligned with American culture, but in countries like Japan, security needs would be the foundational layer
• The achievement need concept presupposes a willingness to accept moderate risk and a concern with performance, which is more characteristic of countries like the US, Canada and Great Britain than countries like Chile and Portugal
• Men desire more autonomy than women, while women desire learning opportunities, flexible work schedules, and good interpersonal relations
• Uncertainty avoidance characteristics


  Strong security needs would be the foundational layer of the needs hierarchy
• Achievement need


  A high achievement need acts as an internal motivator, presupposes a willingness to accept a moderate degree of risk and a concern with performance
• The combination of a willingness to accept a moderate degree of risk and a concern with performance is found in countries such as the United States, Canada and Great Britain, but is relatively absent in countries such as Chile and Portugal
• Motivating a diverse workforce through flexibility

  • Men desire more autonomy than do women
  • Women desire learning opportunities, flexible work schedules, and good interpersonal relations
• Compressed workweek


  Longer daily hours, but fewer days
• Flexible work hours (flextime)


  Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present
• Job Sharing


  Two or more people split a full-time job
• Telecommuting


  Employees work from home using computer links
• Motivating Contingent Workers


  • Opportunity to become a permanent employee
  • Opportunity for training
  • Equity in compensation and benefits
• Motivating Low-Skilled, Minimum-Wage Employees

  • Employee recognition programs
  • Provision of sincere praise
• Open-book management


  A motivational approach in which an organization's financial statements (the "books") are shared with all employees
• Employee recognition programs


  Programs based on personal attention and expression of interest, approval, and appreciation for a job well done
• Pay-for-performance programs


  Variable compensation plans that pay employees on the basis of some performance measure
• Controlling


  The process to ensure actual activities conform to planned activities
• Importance of controlling


  • Assists the management process
  • Deals with change or uncertainty
  • Deals with complexity
  • Deals with human limitation
  • Helps delegation and decentralization to run smoothly
• Control process


  1. Set performance standards

  2. Measure actual performance

  3. Compare actual performance with actual standards

  4. Take corrective action
• Organizational performance


  The accumulated results of all the organization's work activities
• Measures of Organizational Performance

  • Organizational Productivity
  • Organizational Effectiveness
  • Industry and Company Rankings
• Organizational Productivity


  The amount of goods or services produced divided by the inputs needed to generate that output
• Organizational Effectiveness


  A measure of how appropriate organizational goals are and how well those goals are being met
• Industry and company rankings are a popular way for managers to measure their organization's performance, determined by specific performance measures

  
• Delivering Effective Performance Feedback

  Managers need to provide their employees with feedback so that the employees know where they stand in terms of their job performance
• Progressive disciplinary action


  Intended to ensure that the minimum penalty appropriate to the offense is imposed
• Types of control


  • Pre-action control (feed-forward)
  • Steering control (concurrent control)
  • Screening Control (Yes or No Control)
  • Post-action control (corrective control)