Chapter 13 (Lecture Outline and Line Art Presentation) Motivating Job Performance

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–2 Chapter Objectives 1.Explain the motivational lessons taught by Maslow’s theory, Herzberg’s theory, and expectancy theory. 2.Describe how goal setting motivates performance. 3.Discuss how managers can improve the motivation of routine-task personnel. 4.Explain how job enrichment can be used to enhance the motivating potential of jobs. 5.Distinguish extrinsic reward from intrinsic rewards and list four rules for administering extrinsic rewards effectively.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–3 Chapter Objectives (cont’d) 6.Explain how quality control circles, open-book management, and self-managed teams can promote employee participation. 7.Explain how companies are striving to motivate an increasingly diverse workforce.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–4 Motivation Theories Motivation The psychological process that gives behavior purpose and direction. Theories of Motivation Maslow’s needs hierarchy theory Herzberg’s two-factor theory Expectancy theory Goal-setting theory

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–5 Figure 13.1 Individual Motivation and Job Performance

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–6 Motivation Theories (cont’d) Maslow’s Needs Hierarchy Theory People have needs, and when one need is relatively fulfilled, other emerge in predictable sequence to take its place. Maslow’s hierarchy of needs: Physiological needs: food, water, sleep, and sex. Safety needs: safety from the elements and enemies. Love needs: desire for love, affection, and belonging. Esteem needs: self-perception as a worthwhile person. Self-actualization: becoming all that one can become.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–7 Figure 13.2 Maslow’s Hierarchy of Needs Theory

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–8 Motivation Theories (cont’d) Self-Actualizing Managers Has warmth, closeness, and sympathy. Recognizes and shares negative information and feelings. Exhibits trust, openness, and candor. Does not achieve goals by power, deception, or manipulation. Does not project own feelings, motivations, or blame onto others. Does not limit horizons; uses and develops body, mind, and senses. Is not rationalistic; can think in unconventional ways. Is not conforming; regulates behavior from within.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–9 Motivation Theories (cont’d) Relevance of Maslow’s Theory for Managers Beyond physical and safety needs, which higher order need will emerge cannot be predicted. A fulfilled need does not motivate an individual. Effective managers can anticipate emerging needs based on individual need profiles and provide opportunities for fulfillment. The esteem level of needs satisfied by jobs and recognition provides managers with the greatest opportunity to motivate better performance.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–10 Motivation Theories (cont’d) Herzberg’s Two-Factor Theory A theory of motivation based on job satisfaction. A satisfied employee is motivated from within to work harder. A dissatisfied worker is not self-motivated to work. Conclusion: Enriched jobs are the key to self- motivation. Dissatisfiers - factors associated with the job context or work environment. Satisfiers: factors associated with the nature of the task itself (job content).

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–12 Motivation Theories (cont’d) Implications of Herzberg’s Theory Satisfaction is not the opposite of dissatisfaction. There is a need to think carefully about what motivates employees. Meaningful, interesting, and challenging (enriched) work is needed to satisfy and motivate employees. Problems with theory Assumption of job performance improving with satisfaction is weakly, at best, supported. One person’s dissatisfier is another person’s satisfier.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–13 Motivation Theories (cont’d) Expectancy Theory (Vroom) A model that assumes motivational strength is determined by perceived probabilities of success. Expectancy: one’s subjective belief or expectation that one thing will lead to another. A basic expectancy model One’s motivational strength increases as one’s perceived effort-performance and performance- reward probabilities increase the likelihood of obtaining a valued reward.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–14 Figure 13.3 A Basic Expectancy Model

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–15 Motivation Theories (cont’d) Relevance of Expectancy Theory to Managers Employee expectations can be influenced by managerial actions and organizational experience. Training increases employee confidence in their efforts to perform. Listening provides managers with insights into employees’ perceived performance-reward probabilities.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–16 Motivation Theories (cont’d) Goal-Setting Theory Goal setting: the process of improving performance with objectives, deadlines, or quality standards. A General Goal-Setting Model Properly conceived goals trigger a motivational process that improves performance.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–17 Figure 13.4 A Model of How Goals Can Improve Performance

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–18 Motivation Theories (cont’d) Personal Ownership of Challenging Goals Characteristics of effective goals: Specificity makes goals measurable. Difficulty makes goals challenging. Participation gives personal ownership of the goal. How Do Goals Actually Motivate? Goals are exercises in selective perception. Goals encourage effort to achieve something specific. Goals encourage persistent effort. Goals foster creation of strategies and action plans.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–19 Motivation Theories (cont’d) Practical Implications of Goal-Setting Theory The developed ability to effectively set goals can be transferred readily to any performance environments.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–20 Motivation Through Job Design Job Design The delineation of task responsibilities as dictated by organizational strategy, technology, and structure. Strategy One: Fitting People to Jobs Improving the motivation of routine-task personnel Realistic job previews: honest explanations of what a job actually entails. Job rotation: moving people from one specialized job to another. Limited exposure: Using incentive such as contingent time off (CTO) to motivate performance.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–21 Motivation Through Job Design (cont’d) Strategy Two: Fitting Jobs to People Job enlargement: combining two or more specialized tasks (horizontal loading) to increase motivation. Job enrichment: redesigning a job to increase its motivating potential by introducing planning and decision-making responsibility (vertical loading).

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–22 Five Core Dimensions of Work Skill variety: the variety of activities required in carrying out the work. Task identity: the completion of a “whole” and identifiable piece of work. Task significance: how substantial an impact the job has on the lives of other people. Autonomy: the freedom, independence, and discretion that one has to do the job. Job feedback: how much performance feedback the job provides to the worker. Motivation Through Job Design (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–23 Figure 13.5 How Job Enrichment Works Source: J. Hackman/G. Oldham, WORK REDESIGN, (figure 4.6). © Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–24 Motivation Through Rewards Extrinsic Rewards Payoffs granted to the individual by other rewards. Money, employee benefits, promotions, recognition, status symbols, and praise. Intrinsic Rewards Self-granted and internally experienced payoffs. Sense of accomplishment, self-esteem, and self- actualization.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–28 Motivation Through Rewards (cont’d) Improving Performance with Extrinsic Rewards Rewards must satisfy individual needs. Cafeteria compensation: a plan that allows employees to select their own mix of benefits. Employees must believe effort will lead to reward. Rewards must be equitable. Rewards must be linked to performance.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–29 Figure 13.6 Personal and Social Equity

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–30 Figure 13.6 Personal and Social Equity (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–31 Motivation through Employee Participation Participative Management The process of empowering employees to assume greater control of the workplace. Setting goals Making decisions Solving problems Designing and implementing organizational changes Three approaches to participation Quality control circles Open-book management Self-managed teams

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–32 Motivation through Employee Participation Quality Control (QC) Circles Voluntary problem-solving groups of five to ten employees from the same work area who meet regularly to discuss quality improvement and ways to reduce costs. Assume responsibility for recommending, implementing, and evaluating solutions to quality problems. Voluntary participation taps into the creative potential of every employee.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–33 Motivation through Employee Participation (cont’d) Open-Book Management (OBM) Sharing a company’s key financial data and statements with all employees and providing the education that will enable to understand how the company makes money and how their action affect its success and bottom line. Benefits of OBM: Displays a high degree of trust in employees. Creates strong commitment to employee training. Teaches patience when waiting for results.

Figure 13.7 The Four S.T.E.P. Approach to Open- Book Management

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–35 The STEP approach to Open-Book Management (OBM) Step 1: Exposure to financial data. Step 2: Training employees in the business model. Step 3: Empowering employees to make decisions. Step 4: Sharing in profits, bonuses, and incentive compensation. Motivation through Employee Participation (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–36 Self-Managed Teams (Autonomous Work Groups) High performance teams (with assigned membership) that assume traditional managerial duties such as staffing and planning as part of their normal work routine. Self-management fosters creativity, motivation, and productivity. Motivation through Employee Participation (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–37 Vertically Loaded Jobs Team members’ jobs become vertically loaded when nonmanagerial team members assume duties traditionally performed by managers. The concept is new to the workplace and is not widespread. Managerial Resistance Traditional authoritarian supervisors view autonomous teams as a threat to their authority and job security. Motivation through Employee Participation (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–38 Figure 13.8 Research Insight: What Do Self-Managed Teams Manage? Source: 1996 Industry Report: What Self-Managing Teams Manage." Reprinted with permission from the October l996 issue of TRAINING Magazine. Copyright l996. Lakewood Publications, Minneapolis, MN. All rights reserved. Not for resale.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–39 Keys to Successful Employee Participation Programs Building Employee Support for Participation A profit-sharing or gain-sharing plan. A long-term employment relationship with good job security. A concerted effort to build and maintain group cohesiveness. Protection of individual employee’s rights.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–40 Other Motivation Techniques for a Diverse Workforce Flexible Work Schedules Flextime: a work schedule that allow employees to choose their own arrival and departure times within specified limits. Benefits Better employee-supervisor relations. Reduced absenteeism. Selective positive impact on job performance (improves productivity for some jobs, but not for others).

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–41 Figure 13.9 Flextime in Action

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–42 Other Motivation Techniques for a Diverse Workforce (cont’d) Alternative Work Schedules Compressed workweeks: 40 or more hours in less than five days. Permanent part-time: work weeks with fewer than 40 hours. Job sharing: complementary scheduling that allows two or more part-timers to share a single full-time job.

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–43 Other Motivation Techniques for a Diverse Workforce (cont’d) Family Support Services Family Medical Leave Act (FMLA) Requires employers to provide up to 12 weeks of unpaid leave per year for family events. Covers only employers with 50 or more employees. Employees must exhaust sick and vacation leave first. Other services On-site child and elder care facilities Emergency child care

Copyright © Houghton Mifflin Company. All rights reserved.Lecture Outline and Line Art Presentation, 13–44 Wellness Programs Employer-provided programs to help employees cope with stress and burnout. Sabbaticals Giving long-term employees extended periods of paid time off to refresh themselves and bolster their motivation and loyalty. Other Motivation Techniques for a Diverse Workforce (cont’d)