Motivation Theories: Maslow, Alderfer, McClelland, Herzberg, Equity, Expectancy, Goal - Pr, Study notes of Introduction to Business Management

Download Motivation Theories: Maslow, Alderfer, McClelland, Herzberg, Equity, Expectancy, Goal - Pr and more Study notes Introduction to Business Management in PDF only on Docsity! Chapter 12 Intrinsic/extrinsic Motivation pg. 373 1) Extrinsic Rewards – satisfaction in the payoff, such as money, a person receives from others for performing a particular task a. Ex: GE found that paying employees to quit smoking and stay off cigarettes were three times as successful as a comparison group that got no paid incentives 2) Intrinsic Rewards – satisfaction, such as the feeling of accomplishment, a person receives from performing the particular task itself. a. Ex: volunteering 3) Why is motivation important? In order of importance a. Join your organization b. Stay with your organization c. Show up for work d. Be engaged while at work e. Do extra for the organization The four major perspectives on motivation: content, process, job design, reinforcement. 12.2 Content perspectives on employee motivation 1) Content perspectives, also known as need-based perspectives, are theories that emphasize the needs that motivate people. a. Needs – defined as physiological or psychological deficiencies that arouse behavior 2) Maslow’s hierarchy of needs theory – which proposes that people are motivated by five levels of needs: once one is met we move to the next and our needs are never completely satisfied. This was important because it it showed workers have needs beyond just earning a paycheck. a. Physiological – most basic human physical needs: food, clothing, shelter, and comfort b. Safety – physical safety and emotional security c. Love – once other two are met people look for love, friendship, and affection d. Esteem – focus on self-respect, status, reputation, recognition, and self confidence e. Self-actualization – the highest level, self-fulfillment, the need to develop one’s fullest potential. 3) Clayton Alderfer developed ERG theory which assumes that three basic needs influence behavior – existence, relatedness, and growth. May have more than one need at a time. a. Existence – are the desire for physiological and material well-being. b. Relatedness – the desire to have meaningful relationships with people c. Growth – the desire to grow as human beings and to use our abilities to their fullest. i. Frustration regression component - if our higher level needs are not met then we will seek more intensely to fulfill our lower level needs. ii. Employers should customize their reward and recognition programs to meet employees’ varying needs 4) David McClelland – psychologist, investigate the needs for affiliation and power and as a consequence proposed the acquired needs theory, which states that three needs – achievement, affiliation, and power – are major motives determining people’s behavior. a. Believed that we learn our needs from culture and life experiences. b. The Three needs i. Achievement- the desire to excel and do things better 1. Prefer to do work that offers feedback on performance ii. Affiliation – the desire for friendly and warm relations with people 1. Prefer work such as sales, that provide personal relationships (not good for managers, because they have to make unfriendly decisions) iii. Power – the desire to be responsible for others, to influence their behavior (best match for managers) 1. Personal power – negative, desire to dominate others and involves manipulating people for one’s own gratification 2. Institutional power – positive, as expressed in the need to solve problems that further organizational goals. 5) Frederick Herzberg – Two factor theory, which proposed that work satisfaction and dissatisfaction arise from two different factors – work satisfaction from motivating factors and work dissatisfaction from hygiene factors a. Hygiene factors – are 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. i. Ex: no air conditioning in a factory b. Motivating factors – factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance. i. Ex: five factory workers more control over their work, put them into teams 6) Summary a. Maslow – physiology, safety, love esteem, self-actualization b. Alderfer – existence relatedness, growth c. McCleland – affiliation, power, achievement d. Hersberg – hygiene, motivating 12.4 process perspectives on employee motivation pgs. 381 - 386 1) Process perspectives – are concerned with the thought process by which people decide how to act 2) Equity theory – focuses on employee perception of how fairly they think they are being treated compared with others a) J. Stacy Adams iii) Be clear about what behavior is desired iv) Have different rewards and recognize individual differences b) Punishment i) Punish only undesirable behavior ii) Give reprimands or disciplinary actions as soon as possible iii) Be clear about what behavior is undesirable iv) Administer punishment in private v) Combine punishment and positive reinforcement 12.6 using compensation and other rewards to motivate 1) Motivation and compensation a) Characteristics of the best incentive compensation plan i) Rewards must be linked to performance and be measurable ii) The rewards must satisfy individual needs iii) The rewards must be agreed on by manager and employees iv) The rewards must be believable by employees b) Popular incentive compensation programs. i) Pay for performance- bases pay on one’s results. Ex: Piece rate, in which employees are paid according to how much output they produce. Ex2: Sales Commission, in which sales representatives are paid a percatage of the earnings the company made from their sales ii) Bonuses – are cash awards given to emplpyees who achieve specific performance objectives. iii) Profit Sharing – is the distribution to employees of a percentage of the company’s profits iv) Garnishing – is the distribution of savings or gains to groups of employees who reduced costs and increase measurable productivity v) Stock options – certain employees are given the right to buy stock at a future date for a discounted price vi) Pay for knowledge – ties employee pay to the number of job relevant skills or academic degrees they earn. 2) Nonmonetary ways of motivating employees a) The need for work-life balance. b) The need to expand skills c) The need to matter d) Flexible workplace – the foremost example of nonmonetary incentives e) Treating employees well i) Thoughtfulness ii) Work-life benefits iii) Surroundings iv) Skill-building and educational opportunities Example on pg 397 The flexible workplace by types: 1) Part-time work – less than 40 hrs a week. 2) Flexible working hours 3) Compress workweek – 40hrs in four days 4) Job sharing - two people split the same job 5) Telecommuting and other work at home schedules