Professional Documents
Culture Documents
Management
Goals
Many different ways to motivate
employees.
People have preferences for different
types of motivation.
Link Motivation to leadership style
Link Motivation to organizational culture.
Performance
Performance = motivation X ability X situational
factors (leadership support, resources, peer
support, etc).
Attributions.
Ability is relatively fixed. Ability linked to wages.
Supervisors can work largely on motivation or
situational factors. In this class focus on
leadership support and peer support (teams).
Other classes resource (ex. MIS).
Motivation is important in
management
Basic job motivation. Most firms have
average workers. Exceptional firms
motivate average workers. (note some
firms have high pay and select talented
employees).
Change efforts
Supervision is easier if people are trying.
8-18
Extrinsic
Motivation
being driven by
positive feelings
associated with
doing well on a
task or job
McGraw-Hill
motivation
caused by the
desire to attain
specific
outcomes
8-19
Figure 8-6
From
Task
Activities
From
Task
Purpose
McGraw-Hill
Accomplishment
Rewards
Sense of
Choice
Sense of
Competence
Sense of
Meaningfulness
Sense of
Progress
8-15
Figure 8-5
Critical
psychological
state
Skill variety
Task identity
Task significance
Experienced
meaningfulness
of work
Experienced
Autonomy
responsibility
for outcomes of
the work
Feedback from
job
Knowledge of the
actual results of
the work activities
McGraw-Hill
1.
2.
3.
Moderators
Knowledge and skill
Growth need
strength
Context satisfaction
Outcomes
High intrinsic
work
motivation
High growth
satisfaction
High general
job satisfaction
High work
effectiveness
Low cost
Persistence is high
Unleash employees for change.
Builds relationships internally and
externally
Disadvantages
Control freaks nightmare
Strategic change is difficult.
Intrinsic Motivation
Often ignored in todays work
environment.
Its what many of the best firms do! Very
few average or below average firms do
not.
Not leadership per se but more
organizational culture.
Leadership style needs to be supportive to
create the culture.
Extrinsic Motivation
Many different approaches.
Debate highlighted these issues.
Punishments.
Equity approaches
Discussed earlier.
9-5
Figure 9-1
Self
$2
1
hour
McGraw-Hill
= $2 per hour
$4
= $2 per hour
2
hours
2004 The McGraw-Hill Companies, Inc. All rights reserved.
Outcomes
Time
Pay/bonuses
Education/training
Fringe benefits
Experience
Challenging
assignments
Effort
McGraw-Hill
9-2
Table 9-1
9-3
Inputs
Creativity
Seniority
Loyalty to organization
Age
McGraw-Hill
Outcomes
Career
advancement/promotio
ns
Status symbols
Pleasant/safe
working
environment
Opportunity for
personal
growth/development
9-9
Table 9-2
Methods
Examples
1)
2)
Dont work as
hard; take longer
breaks
3)
4)
Management
Perceived Justice is important to
employee.
Some are more equity sensitive than
others.
Depends.
Some questions. Debate if pay should be
made public. What would equity theory
suggest?
Effort
Performance
Outcomes
9-14
Instrumentality a performance
outcome perception
McGraw-Hill
9-15
Self-esteem
Self-efficacy
Previous success at the task
Help received from a supervisor and
subordinates
Information necessary to complete
the task
Good materials and equipment to do
work with
Valences
Individual differences.
Managerial implications
Make reward systems explicit and clear.
Make job standards explicit and clear.
Prepare people to succeed at job
standards.
Links to which leadership style.
Expectancies are supervisory based.
Instrumentalities can be supervisor or
organizational culture.
Prerequisites to Linking
Performance and Rewards
9-20
Managers should:
McGraw-Hill
video
Problems
Very general and difficult to implement in
reality.
MBO/Goal Setting
My favorite extrinsic mode of motivation.
Effective managers work with
subordinates to set specific, objective
performance standards. All jobs.
Retails sales easiest.
Police officer
Football athletic trainer.
9-22
Figure 9-3
Regulating
ones effort
Goals
motivate the
individual
by...
Task
performance
Increasing
ones persistence
Encouraging the
development of goalattainment strategies
or action plans
9-24
Table 9-4
MBO
Starts at the top. Officers set strategic
goals. Target. 5% revenue Growth
through repeat customers -- quality and
choice at a low price.
Store manager goals
Dept manager goals
Floor attendants goals
Check out goals
Supervisor monitors.
Gives recognition if goals on target
Problems solves if goals are not on target.
Done in supportive manner. What does
supervisor need to do to help? What does
subordinate need to do to help?
Bonuses given if goals are met.
Research supports
But not widely used.
Managerial implications
Dark side
Game playing/Ethical lapses with outcome
measurements.
Poor goal assessment.
Motivation
Different approaches
Choice based on beliefs about employees,
leadership style and organizational
culture.
All can be proven to be effective at
achieving different things.