Ch 16 Daft Motivation
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| 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.
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| Intrinsic Rewards | Satisfaction received in the process of performing an action
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| Extrinsic Rewards | A reward given by another person
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| Needs-->Behavior--> Rewards | Neeeds: Creates desire to fulfill needs
Behav: results in actions to fulfill needs
Rewards: satisfy needs; intrinsic or extrinsic
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| High Motivation-High performance | mngrs must Find right combination of motivational techniques and rewards to keep people satisfied and productive.
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| Traditonal Approach (motivation | Taylor: Scientific managment-- PAY --> Economic Man-people work harder for higher pay
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| Human Relations Approach Human Research Approach | w
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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
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| Hierarchy of Needs | Maslow: People motivated by 5 level's of needs
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| 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.
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| Two-Factor Theory | Frederick-Herzberg
Hygiene factors
Motivators
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| 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.
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| Motivators | Factors that influence job satsifaction based on fulfillment of high-level needs such as achievement, recognition, responsiblity, opp for growth
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| 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
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| Equity Theory | How fairly treated compared with others
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| 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
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| 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
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| Behavior modification | techniques by which reinforcement theory is used to modify human behavior
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| Law of Effect | Behavior that is positively reinforced tends to be repeated and behavior that is not reinforced tends not to be repeated.
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| Reinforcement | Anything that causes a given behavior to be repeated or inhibited.
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| 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.
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| 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
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| 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.
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| 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
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| 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
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| Job Enlargement | Combines a series of tasks into one new, broader job. Response to dissatsified single task jobs. Variety and challenge.
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| 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)
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| Empowerment | Delegation of power and authority to subordinates. Increasing employee power heightens motivation for task accomplishment.
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| 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
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| 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
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| 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
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