Chapter 12 Notes PDF

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Thompson Lecture notes + text book notes for chapter 12...

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12.1,12.3,12.5 Focus 12.1: Motivating for Performance Motivation is defined as the psychological processes that arouse and direct people’s goal-directed behavior. The model of how it works is that people have certain needs that motivate them to perform specific behaviors for which they receive rewards, both extrinsic and intrinsic, that feed back and satisfy the original need. The four major perspectives on motivation are content, process, job-design, and reinforcement Motivation: What It Is, Why It’s Important What is Motivation and How Does It Work? Defined as the psychological processes that arouse and direct goal-directed behavior - Must be inferred from one’s behavior - People have certain needs that motivate them to perform specific behaviors for which they receive rewards that feed back and satisfy the original need Simple Model of Motivation: Unfulfilled need Motivation Behaviors Rewards Rewards (2 types) - Extrinsic Rewards: Satisfaction in the payoff from others. Payoff such as money, that a person receives from others for performing a particular task - Intrinsic Rewards: Satisfaction in performing the task itself. The intrinsic is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. Payoff is pleasing yourself Why is Motivation Important? As a manager, you want to motivate people to: 1. Join your organization 2. Stay with your organization 3. Show up for work at your organization 4. Be engaged while at your organization 5. Be engaged while at your organization 6. Do extra for your organization 12.3: Process Perspectives on Employee Motivation Process Perspectives, which are concerned with the thought processes by which people decide how to act, have three viewpoints: equity/justice theory, expectancy theory, and goal-setting theory. Process Perspectives: Are concerned with the thought processes by which people decide how

to act Equity/Justice Theory: How Fairly Do You Think You’re Being Treated in Relation to Others? - The model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships - Pioneered by J. Stacey Adams - Based on cognitive dissonance The Elements of Equity Theory: Comparing Your Inputs and Outputs with Those of Others Inputs - “What do you think you’re putting into the job?” Outputs or rewards - “What do you think you’re getting out of the job?” Comparison - “How do you think your ratio of inputs and rewards compares with those of others?” The Elements of Justice Theory: Distributive, Procedural, and Interactional Distributive Justice - “How fairly are rewards being given out?” - Reflects the perceived fairness of how resources and rewards are distributed or allocated Procedural Justice - “How fair is the process for handing out rewards?” - Defined as the perceived fairness of the process and procedures used to make allocation decisions Interactional Justice - “How fairly am I being treated when rewards are given out?” - Relates to the “quality of the interpersonal treatment people receive when procedures are implemented” - How people believe they are being treated (fairly or not) when decisions are implemented Using Equity and Justice Theories to Motivate Employees 1. Employees Perceptions are what count 2. Employees want a voice in decisions that affect them a. Voice is defined as “employees” upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers 3. Employees should be given an appeals process 4. Leader behavior matters 5. A climate for justice makes a difference Expectancy Theory: How much do you want and how likely are you to get it? - Introduced by Victor Vroom - Suggests that people are motivated by two things - How much they want something - How likely they think they are to get itt

The Three Elements: Expectancy, Instrumentality, and Valence Vroom says “You will do what you can do when you want to” Motivation according to this theory involves the relationship between your effort, your performance, and the desirability of the outcome of your performance 1. Expectancy - “Will I be able to perform at the desired level on a task?” a. Expectancy is the belief that a particular level of effort will lead to a particular level of performance (effort-to-performance expectancy) 2. Instrumentality - “What outcome will I receive if I perform at this level?” a. Instrumentality is the expectation that successful performance of the task will lead to the outcome desired (performance-to-reward expectancy) 3. Valence - “How much do I want the outcome?” a. Valence is value, the importance a worker assigns to the possible outcome or reward Using Expectancy Theory to Motivate Employees Ask the following questions 1. What rewards do your employees value? 2. What are the job objectives and the performance level you desire? 3. Are the rewards linked to performance? 4. Do employees believe you will deliver the right rewards for the right performance? Goal-Setting Theory: Objectives Should Be Specific and Challenging but Achievable Goal-setting theory: suggests that employees can be motivated by goals that are specific and challenging but achievable - Eawn Lock and Gary Latham developed the theory - Only useful if people understand and accept the goals The Four Motivational Mechanisms of Goal-Setting Theory 1. It directs your attention 2. It regulates the effort expended 3. It increases your persistence 4. It fosters use of strategies and action plans Some Practical Results of Goal-Setting Theory 1. Goals should be Specific 2. Certain Conditions Are Necessary for Goal Setting to Work 3. Goals Should Be Linked to Action Plans 4. Performance Feedback and Participation in Deciding How to Achieve Goals Are Necessary but Not Sufficient for Goal Setting to Work 12.5: Reinforcement Perspectives on Motivation Reinforcement theory suggests behavior will be repeated if it has positive consequences and won’t be if it has negative consequences. There are four types of reinforcement:

positive reinforcement, negative reinforcement, extinction, and punishment. This section also describes how to use some reinforcement techniques to modify employee behavior Reinforcement evades the issue of people’s needs and thinking processes in relation to motivation. Pioneered by: Edward L. Thorndike and B.F Skinner Skinner: - Father of operant conditioning - Operant conditioning: The process of controlling behavior by manipulating its consequences - This rests on Thorndike’s law of effect, which says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear Reinforcement Theory: Attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated - Usage of this theory to change human behavior is called behavior modification The Four Types of Reinforcement: Positive, Negative, Extinction, and Punishment Reinforcement is anything that causes a given behavior to be repeated or inhibited Positive Reinforcement: Strengthens Behavior - The use of positive consequences to strengthen a particular behavior Negative Reinforcement: Also Strengthens Behavior - The process of strengthening a behavior by withdrawing something negative Extinction: Weakens Behavior - The weakening of behavior by ignoring it or making sure it is not reinforced Punishment: Also Weakens Behavior - The process of weakening behavior by presenting something negative or withdrawing something positive Using Reinforcement to Motivate Employees Positive Reinforcement - Reward only desirable behavior - Give rewards as soon as possible - Be clear about what behavior is desired - Have different rewards and recognize individual differences Punishment - Punish only undesirable behavior

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Give reprimands or disciplinary actions as soon as possible Administer punishment in private Combine punishment and positive reinforcement...