| Question |
Answer |
| Motivation |
Forces either within or external that Arouse enthusiasm or persistance. Part of manager's job is to channel motivation towards accomplishments of org's goals. |
| Intrinsic Rewards |
Satisfaction received in the process of performing an action |
| Extrinsic Rewards |
A reward given by another person |
| Needs-->Behavior--> Rewards |
Neeeds: Creates desire to fulfill needs
Behav: results in actions to fulfill needs
Rewards: satisfy needs; intrinsic or extrinsic |
| High Motivation-High performance |
mngrs must Find right combination of motivational techniques and rewards to keep people satisfied and productive. |
| Traditonal Approach (motivation |
Taylor: Scientific managment-- PAY --> Economic Man-people work harder for higher pay |
| Human Relations Approach
Human Research Approach |
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| Contemporary Approaches
Content theories
Process Theories
Reinforecment theories |
Content Theories: Emphasize needs that motivate people.
Process: Explain how people select behavioral actions to meet their needs
Reinforcement: relationship between behavior & its consequences. changing employees behavior via rewards/punishments |
| Hierarchy of Needs |
Maslow: People motivated by 5 level's of needs |
| ERG Theory
Frustration Regression Principle (FRP) |
Alderfer - Simplified Hiearchy of needs.
Existence needs: physcial well being
Relatedness needs: relationships w/ others
Growth needs: dev of human potential & growth ie compensation
FRP: failure to meet a higher need may cause regression lower need. |
| Two-Factor Theory |
Frederick-Herzberg
Hygiene factors
Motivators |
| Hygiene Factors |
Dissatisfiers: factors involve the presence or absend of job dissatsifiers workign conditions, pay, company policies. need this taken care of to be neutral. then motivators to go to job satisfaction. |
| Motivators |
Factors that influence job satsifaction based on fulfillment of high-level needs such as achievement, recognition, responsiblity, opp for growth |
| Acquired Needs Theory |
McClelland Certain types of needs are acquired during the indiv lifetime.
Need for 1Achievement: accomplish something difficult, surpass others, 2Affiliation: relationships 3Power: influence, control others |
| Equity Theory |
How fairly treated compared with others |
| Expectancy Theory |
E->P Will effort lead to Performance
P->O Will performance lead to desired outcome
O Valance Value of outcome
Simliar to path-goal theory of leadership mngrs need to customize sub's needs align with orgs goals |
| Goal Setting Theory |
Locke Latham (Like MBO)
motivation theory in which specific challengin goals increase motivation and performance.
Goal Specific, Goal Difficulty, Goal Acceptance, Feedback
|
| Behavior modification |
techniques by which reinforcement theory is used to modify human behavior |
| Law of Effect |
Behavior that is positively reinforced tends to be repeated and behavior that is not reinforced tends not to be repeated. |
| Reinforcement |
Anything that causes a given behavior to be repeated or inhibited. |
| Positive Reinforcement |
administration of a pleasant and rewarding consequence following a desired behavior. ie immediate praise. Most valuable Pos Rein i snot cash, but praise and manager support. |
| Schedules of Reinforcement |
The frequency with which and intervals over which reinforcement occurs. A schedule can be selected to have maximum impact on employee behavior |
| Job
Job Design |
a unit of work that single employee is responsible for performing.
Job Design: application of motivational theories to structure of work for improving productivity and satisfaction. |
| Job Simplification |
Improve task efficiency --> reducing number of tasks a single person must do
(scientific managment, industrial engineering) Simple repetition standardized. It has backfired for being mind numbing boring |
| Job Rotation |
systematically moves employees from one job to another, thereby increasing number of different tasks an employee performs without increasing complexity of any one job. Goal Variety & Stimulation |
| Job Enlargement |
Combines a series of tasks into one new, broader job. Response to dissatsified single task jobs. Variety and challenge. |
| Job En'Rich'ment |
Job design that incorporates achievement, recognition, and other high level motivators into the work. Consult with customer, set resources, etc.(Good job to have) |
| Empowerment |
Delegation of power and authority to subordinates. Increasing employee power heightens motivation for task accomplishment. |
| Empowerment
1, Receive info about company performance
2 Have knowledge and skills
3Power to make decisions
4. Rewarded based on company performance |
1. info: employees have full access to financial/operational info.
2. skills: training programs
3. decisions: authority to influence work procedures/performance. qual circles
4. Rewarded: profit sharing, stock options |
| Individual Communication Barriers |
1. Interpersonal barriers: emotions, perceptions held by employees. close minded, different backgrounds cuz interpretation
2. Wrong Channel used
3. Semantics: 28 definitons for a word |
| Organizational Communication Barriers |
1. Status and Power differences: low power reluctant bad news upward
2. Differences across departments in terms of needs and goals.
3. Absense of formal channels: up, dwn, horizontal ie open door policy
4. Comm flow fit task
5. Poor coordination |
500 Words
