1. Motivation

2. Announcements New Exam time to be scheduled

3. Movies Merit pay excerise

4. Motivation and Performance Performance= M*A*O M=motivation:intensity, direction, and persistence of EFFORT in attaining a goal. A=ability: Personal resources that can be applied to attain a goal. O=opportunity to perform absence of obstacles and providing support to attain a goal.

6. Performance: Two types Task performance: quantity and quality Contextual Performance: Being a team player and good organizational citizen. Focus more on Task performance. Contextual Performance is mostly related to work attitudes and job satisfaction. (maintenance behaviors).

7. What motivates People Content approaches.

8. Everyone write down Pick the course you are studying long hours for. Why do you spend the length of time to do that. Think about your major. Why did you pick your major?

9. What is most important reason for working hard. Keeping a job in good standing Promotion Pay Recognition from others for doing good work Because I like to do what I do.

10. Be familiar with Maslow’s Needs Hierarchy Its widely mentioned.

11. ERG Theory Existence (money and security) Relatedness (social recognition and status) Growth (job satisfaction) Any of these can be important. No order implied.

12. Also Not in the book Extrinsic motivation (those incentives controlled by others such as social status and pay) Intrinsic (those incentives that come from doing the work).

13. Process theories Apply the following scenario City adult training. You have read the case. Assume the problem is a motivational issue. Simple lack of rewards.

14. Job Characteristics Model (p. 447-49) Job Characteristics model is a model of intrinsic motivation. It strives to make the work more meaningful and provide higher levels of job satisfaction. Job Satisfaction influences performance.

15. Personal and Work Outcomes Core Job Dimensions Critical Psychological States The Job Characteristics Model Skill variety Task identify Task significance Experienced meaningfulness of the work Experienced responsibility for outcomes of the work Knowledge of the actual results of the work activities Autonomy Feedback High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Employee Growth Need Strength

16. CharacteristicsExamples Skill Variety High varietyThe owner-operator of a garage who does electrical repair, rebuilds engines, does body work, and interacts with customers Low varietyA bodyshop worker who sprays paint eight hours a day Task Identity High identityA cabinetmaker who designs a pieces of furniture, selects the wood, builds the object, and finishes it to perfection Low identityA worker in a furniture factory who operates a lathe to make table legs Task Significance High significanceNursing the sick in a hospital intensive care unit Low significanceSweeping hospital floors Autonomy High autonomyA telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation Low autonomyA telephone operator who must handle calls as they come according to a routine, highly specified procedure Feedback High feedbackAn electronics factory worker who assembles a radio and then tests it to determine if it operates properly Low feedbackAn electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it Examples of High and Low Job Characteristics

17. Less Major Programs— Employee Involvement Another name for participative processes (in decision making) that is designed to encourage increased commitment to organization’s success (goals). Clear commitment to goals is based on involvement. Felt responsibility if the idea is self-generated.

18. This is my company as opposed to I just work here ask someone else.

19. Employee Participation Happens in many ways Committees to set policies Supervisors soliciting ideas from subordinates and accepting those ideas. Self-managed teams Quality circles. Focus is on decision making.

20. Reason why. Estimates that over 60% of managerial new policies regarding employees are discontinued after 1 year. Acceptance of Ideas by subordinates is often important. Participation increases acceptance. Acceptance is related to CONTEXTUAL PERFORMANCE and not necessarily task performance.

21. Apply this to City Adult Center Employee Involvement Job enrichment. What would most likely work. What could you do to make this work in Hong Kong.

22. Announcements Final Exam: Thurs. May 16. Using the last class period. There can be no conflicts. There will be no changes. Charles Ng Case will be presented on May 9. This announcement was made when you signed up.

23. Movie about Job Characteristics. Think about the concepts of skill variety, task identity, task significance, autonomy, and feedback. Which are present? How do the achieve it. Participation points. Will collect them individually. Do not help you not attending classmates or penalties will occur for both.

24. Extrinsic Motivation Models Reinforcement Theory Expectancy Theory Goal Setting theory

25. Reinforcement Theory Behavior is a function or its consequences (rewards or punishments) See Pages 43-48 of book. You have all been exposed to this behavior. Shape behaviors. Constantly rewarding the correct behaviors. Punishing inappropriate behaviors.

26. Research is Clear that Rewards are far more effective than Punishments. Yet management does what most commonly?

27. Applications of Reinforcement theory OB Mod (p. 47) Identifying Critical variable Developing baseline data Identifying appropriate consequences Developing strategy Evaluate performance improvement

28. Examples Grocery clerk Check out. Safety Records (oil drilling platforms). One very specific behavior. Apply this to city adult. What is the behavior, consequence, strategy.

29. Most effective in Implementing Highly specific changes. Phone Courtesy as example that could have used this.

30. Pay Incentives/variable pay Piece rate (commission) Bonuses Profit sharing. Really operant conditioning.

31. Merit Pay exercise

32. Businesses are using more Video

33. Why: Higher compensation Higher motivation. Rewards those who work harder. Retention

34. Assume city adult training is for profit. What would you do? What types of profit sharing would you employ?

35. Goal Setting Goal specificity Challenging goals Participation in goals Feedback

36. Example with loading logs on trucks Clear targets. Related to reinforcement theory but goal intentions and commitment are critical.

37. Similarities between OB Mod and Goal setting Measurable and specific goals with numeric outcomes. Goal attainment is monitored and feedback. Rewards (not required in Goal setting but it does impact it). In classical goal setting feedback is sufficient.

38. Difference Individualized—every employee should have own goals vs goals for all employees. Participation in goal setting. Setting Difficult goals. Goal setting is more process oriented. In monitoring, human relation skills are important. OB Mod is all task oriented.

39. How would you apply this to City adult training.

40. Book Suggests Ability and opportunity are important too. Ability—Selection, training (both on the job training with feedback and training and development). Opportunity—proper tools, proper interpersonal relationships, proper leadership, appropriate rules (individual differences), appropriate organizational structure.

41. These are often ignored.

42. Wrap up Different motivation approaches. Book suggest each has its strengths. Productivity—goal setting (individual and groups). Job enrichment—contextual performance and organizational wide motivation. Absenteeism and other specific behaviors associated with organizational change— reinforcement theory.

43. Pay based systems are complex—turnover and motivation. But who quits. Pay based (organizational) OB mod focuses on groups. Reinforcement theory is very individualized.

44. Also Leadership style Country club—job enrichment Goal setting team Reinforcement theory– task. Middle of the road—a little of each. Laissez faire—no motivational efforts.