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Motivation
Ch 16 Daft Motivation
| 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 | w |
| 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 |
Created by:
lorenkaiser1
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