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Chapter 8 - Motivation & Rewards PDF
Chapter 8 - Motivation & Rewards PDF
Chapter 8 - Motivation & Rewards PDF
for
Performance
Chapter Thirteen
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Learning Objectives
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Learning Objectives (cont.)
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Motivating for Performance
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Setting Goals
Goal-setting theory
A motivation theory stating that people have
conscious goals that energize them and direct
their thoughts and behaviors toward a particular
end.
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Setting Goals
Stretch goals
Targets that are particularly demanding,
sometimes even thought to be impossible.
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Reinforcing Performance
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Question
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Reinforcing Performance
Positive Negative
reinforcement reinforcement
Applying Removing or
consequences that withholding an
increase the undesirable
likelihood that a consequence. Eg.
person will repeat Remove the
the behavior that led probation period
to it. Eg. Rewards
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Edward Thorndike’s Experiment
Punishment Extinction
Administering an Withdrawing or
aversive failing to provide a
consequence. reinforcing
consequence. Eg.
Not giving
compliment for a job
well done
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The Consequences of Behavior
Figure 13.1
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The Greatest Management
Principle in the World
Table 13.1
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Performance -Related Beliefs
Expectancy theory
A theory proposing that people will behave
based on their perceived likelihood that their
effort will lead to a certain outcome and on how
highly they value that outcome.
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The Effort-to-Performance Link
Expectancy
Employees’ perception of the likelihood that
their efforts will enable them to attain their
performance goals.
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Question
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Basic Concepts of Expectancy Theory
Figure 13.2
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The Performance-to-Outcome Link
Instrumentality Valence
The perceived The value an
likelihood that outcome holds for
performance will be the person
followed by a contemplating it.
particular outcome.
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Managerial Implications of
Expectancy Theory
1. Increase expectancies
2. Identify positively valent outcomes
3. Make performance instrumental toward
positive outcomes
Instrumental –
More sales – achieving Promotion,
Expectancy & certain sales oversea
performance status will lead trips -
to Valence
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Example of Valence & instrumentality
Career Bonus– Additional commission based on total sales
amount
Maslow’s need
hierarchy
A conception of
human needs
organizing needs into
a hierarchy of five
major types.
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Maslow’s Need Hierarchy
1. Physiological (food, water, sex, and shelter).
2. Safety or security (protection against threat and
deprivation).
3. Social (friendship, affection, belonging, and love).
4. Ego (independence, achievement, freedom, status,
recognition, and self esteem).
5. Self-actualization (realizing one’s full potential,
becoming everything one is capable of being).
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Alderfer’s ERG Theory
Alderfer’s ERG
theory
A human needs
theory postulating
that people have
three basic sets of
needs that can
operate
simultaneously.
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Alderfer’s ERG Theory
Existence needs
all material and physiological desires.
Relatedness needs
involve relationships with other people and are
satisfied through the process of mutually sharing
thoughts and feelings.
Growth needs
motivate people to productively or creatively
change themselves or their environment.
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ERG vs Maslow
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Designing Motivating Jobs
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Job Rotation, Enlargement,
and Enrichment
Job rotation
Changing from one task to another to alleviate
boredom
Job enlargement
Giving people additional tasks at the same time
to alleviate boredom.
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Job Rotation, Enlargement,
and Enrichment
Job enrichment
Changing a task to
make it inherently
more rewarding,
motivating, and
satisfying.
E.G. Hackman &
Oldham’s model
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Activity 1 – Use expectancy theory to illustrate
your life as a student. Please give examples
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Herzberg’s Two-Factor Theory
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The Hackman and Oldham
Model of Job Design
Skill variety
different job activities involving several skills and
talents
Task identity
the completion of a whole, identifiable piece of
work
Task significance
an important, positive impact on the lives of others
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The Hackman and Oldham
Model of Job Design
Autonomy
independence and discretion in making
decisions.
Feedback
information about job performance
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The Hackman and Oldham
Model of Job Design
Growth need
strength
The degree to which
individuals want
personal and
psychological
development.
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Empowerment
Empowerment
The process of sharing power with employees,
thereby enhancing their confidence in their
ability to perform their jobs and their belief that
they are influential contributors to the
organization.
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Achieving Fairness
Equity theory
A theory stating that people assess how fairly
they have been treated according to two key
factors: outcomes and inputs.
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Equity Theory
Outcomes Inputs
refer to the various refer to the
things the person contributions the
receives on the job: person makes to the
recognition, pay, organization: effort,
benefits, satisfaction, time, talent,
security, job performance, extra
assignments, and commitment, and
punishments good citizenship
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Procedural Justice
Procedural justice
Using fair process in decision making and making
sure others know that the process was as fair as
possible.
If the process is fair, people will more likely to
support the decision making/makers.
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Quality of Work Life
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QWL Programs
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QWL Programs
6. Constitutionalism, or the rights of personal
privacy, dissent, and due process
7. A work role that minimized infringement on
personal leisure and family needs
8. Socially responsible organizational actions
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Psychological Contracts
Psychological contract
A set of perceptions of
what employees owe
their employers, and
what their employers
owe them.
An implicit contract in
a workplace stipulating
the expectations of
employees in a
company
In simple words, you
help me, I help you
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