Chapter 9 Employees Motivation

Chapter 9 Employees Motivation. abstract. abstract.

Work motivation as the internal force that drives a worker to action as well as the external factors that encourage that action ( Locke & Latham ,2002) Ability and skill determine whether a worker can do the job, but motivation determine whether the worker will do it properly. Although actually testing the relationship between motivation and performance is difficult . Psychologist generally agree that increased worker motivation results in increased job performance.

Three individual different traits. abstract. SELF-ESTEEM.

Self-Esteem. Self -Esteem is the extent to which a person views himself as a valuable and worthy ..

Three types of self-esteem. Chronic self - esteem is a person's over all feeling about himself.

Self- Esteem Workshops. To increase self - esteem , employees can attend workshops in which they are given insights into their strength. It is thought that this insights raised self - esteem by Showing employees that they have several strengths and are good people . Outdoor experiential training is another approach to increasing self- esteem ( Clements ,Wagner & Roland , 1995).In training programs such as Outward Bound or the "ropes course " participants learn that they are emotionally and physically strong enough to be successful and to meet challenges ..

Experience with Success. With the experience - with Success approach , an employee is given a task so easy that he will almost certainly succeed. It is thought that this success increases self - esteem, which should increase performance , which further increases self- esteem , which further increases performance, and so on. This method is based loosely on the principle of the " Self- fulfilling prophecy " which states that an individual will perform as well or as poorly as he expects to perform . T his relationship between self - expectation and performance is called the " Galatea Effect’’.

Supervisor Behavior. Train supervisors to communicate a feeling of confidence in an employee . The idea here is that if an employee feels that a manager has confidence in him, his self - esteem will increase , as will his performance . Such a process Is known as the " Pygmalion Effect ". Golem Effect occurs when negative expectations of an individual cause a decrease in that individuals actual performance . The Pygmalion and Golem Effect can be explained by the idea that our expectation of others performance lead us to treat them difficulty ..

Intrinsic Motivation. Intrinsically motivated, they will seek to perform well because they either enjoy performing the actual task or enjoy the challenge of successfully completing the task . When they are extrinsically motivated , they don't particularly enjoy the task but are motivated to perform well to receive some type of reward or to avoid negative consequences..

Employee's Values and Expectation. Our work motivation and job satisfaction are determined by the discrepancy between what we want , value and expect and what the job actually provides . Potential discrepancies between with employees want and what the job gives them effect how motivated and satisfied employees will be their jobs..

Job Expectations. A discrepancy between what an employee expected a job to be like and the reality of the job can affect motivation and satisfaction . Employees compare what the organization promise to do for them (e.g., provide a computer support continued education ) with what the organization actually does . Though being honest about the negative aspects of a job may reduce the applicant pool, it decreases the chances of hiring a person who will later lose motivation or become dissatisfied ..

Job Characteristics. Employees desire jobs that are meaningful , provide them with the opportunity to be personally responsible for the outcome of their work ( autonomy ) and provide them with feedback of the results of their efforts . Jobs will have motivation potential if they allow employees to use a variety of skills ( skill variety) and to connect their efforts to an outcome ( task identification )which has meaning , is useful , or is appreciated by coworkers as well as by others in society ( task significance ).

Needs , Values and Wants. A discrepancy between employee's needs , values and wants , and what a job offers can also lead to be low levels of motivation and satisfaction..

Self -Regulation Theory. Employees monitor their own progress toward attaining goals and then make the necessary adjustment , that is , they self - regulate . With multiple complex goals , self -regulation become more difficult , and employees must take a conscious effort to be aware of their goals , monitor their goals progress , and set priorities ..

Maslow’s Needs Hierarchy. Most famous theory of motivation was developed by Abraham Maslow It is helpful to look at the hierarchy as if it were a staircase that is climbed one step at a time until the top is reached.

Maslow’s Hierarchy of Needs. Basic Biological Needs.

Self Regulation Theory. Employees monitor their own progress toward attaining goals and then make the necessary adjustment , that is , they self - regulate . With multiple complex goals , self -regulation become more difficult , and employees must take a conscious effort to be aware of their goals , monitor their goals progress , and set priorities ..

Provide an incentive for employees to accomplish the goals set by an organization . Working overtime or on weekends,making suggestions,referring applicants, staying with the company ,coming to work (ATTENDANCE BONUSES) not getting into accidents, and performing at a high level..

Contingency of Consequences. If the reward or punishment cannot be administered immediately , the employee must be told the purpose of the consequences so that the link between behavior and outcome is clear ..

Type of Incentive Used. Found that financial , nonfinancial and social rewards all resulted in increased level of performance . It is important to conduct periodic employee surveys about what employees want because supervisors and employees often have different ideas about what is rewarding and important . The need for variety in rewards also true of punishment. Threatening an employee with a three- day suspension will be effective only if he needs the money or doesn't like being off to work..

Premack Principle. Reinforcement is relative and that a supervisor can reinforce an employee with something that on the surface does not appear to be a reinforcer . The best way to explain this principle is to construct a reinforcement hierarchy on which an employee list his preferences for a variety of reinforcers . Premack Principle- rewarding performance of a very boring task by allowing us to perform less boring task.

Financial Rewards. A compensation plan should include base pay and a benefits package to provide employees with security , salary adjustment to cover such condition as undesirable shifts and geographic areas with high cost of living and variable pay to provide incentive to perform better . Bonuses or prizes.

Recognition. Many organization reward employee through recognition programs . In some organization , recognition awards are given by peers . Informal recognition programs ,called social recognition can prove to be tremendous sources of employee motivation . Social recognition consist of personal attention , signs of approval ( e.g.,smiles , head nods) and expressions of appreciation..

Individual Vs. Group Incentives. Individual Incentives plan Designed to make high levels of individual performance financially worthwhile. Individual Incentives help reduce such group problems as social loafing ..

Also called earnings -at - risk (EAR) plans , pay - for Performance plans pay employees according to how much they individually produce. Simple - pay - for Performance system with which you are probably familiar include commission ( being paid for each something sold) and piecework ( being paid for each unit something produced.

Merit Pay. Merit pay systems base their incentives on performance appraisal scores Merit pay is a potentially good technique for jobs in which productivity is difficult to measure.

Profit sharing. Provide employees with a percentage of proofs above a certain amount . The profit to be shared can paid directly to employees as a bonus( deffered plan) Profit sharing will motivate employees only if they understand the link between performance and profit and believe that the company has reasonable chance of making profit ..

Expectancy Theory. Influential theory of worker motivation that integrates many of the factors ..

End of Presentation!.