Management Final

Initiative - Persistence - Direction of employee efforts towards job performance.

Emphasizes how individuals are motivated through needs BUT then focus on the STEPS occurring when individual is motivated.

- Emphasize individuals' internal characteristics

- Focuses on understanding what needs individuals have and how to satisfy those needs

- motivation begin with individual feeling a need

- needs transform into behavior that supports performance of goal behavior to reduce the felt need

- individuals who set goals have an easier time focusing on relevant activities

- Managers need to understand INDIVIDUAL employee needs.

- Managers need to understand offering unvalued rewards does not motivate employees.

- therefore managers must be familiar with employee needs and offer valued rewards to satisfy those needs.

- based on premise felt needs drive human behavior.

- an individual's motivation strength is determined by their perceived value of the result of performing a behavior

- the perceived probability the behavior performed will cause the result to materialize.

1) EFFORT: the employee believes that effort will result in acceptable performance

2) PERFORMANCE: the employee believes that acceptable performance will yield the desired reward.

3) REWARD: the employee values the reward.

MS = (perceived value of result of performing behavior) x (perceived probability that result will materialize)

Valence + Expectancy + Instrumentality

1) Valence: measures the value a person attaches to a given reward. -- Extrinsic ex: money & promotion -- Intrinsic ex: sense of achievement

2) Expectancy: measures the person's confidence in being able to get the results expected. -- it is a purely subjective measure of an individuals belief in themselves.

3) Instrumentality: measures the extent to which an individual believes that the manager/organization will deliver rewards that were promised

- When individuals believe they have been treated unfairly in comparison to their co-workers, they react in a way to try to fight the inequality.

-Examples include, change work outputs in the line with rewards received, ask for a pay raise or legal action, change perceptions of the inequality

- work assignments

- promotions

- compensations

- ratings report

* all of these situations are emotionally charged as they relate to perceptions of self-worth.

- needs drive behavior

- rewards come from effort

- effort put forth determined by individual's perception of reward value

- perceived fairness of rewards influences amount of satisfaction produced by rewards.

Level 5: Self-Actualization (persona growth & fulfillment)

Level 4: Esteem (achievement, status)

Level 3: Love & Belonging (family, affection, relationships).

Level 2: Safety (protection, security, stability)

Level 1: Physiological (food, water, basic life needs)

E = Existence Need - need for physical well being

R = Relatedness Need - need for satisfying interpersonal relationships

G = Growth Need - need for continuing personal growth & development

- Human needs progress a long a continuum focusing on personal data & natural development of people.

- People progress from immaturity to maturity along the continuum

Ex: from passivity to activity, from dependence to independence

1) nAch: so strong to some individuals that it becomes more motivating than a quest for profit. -- set challenging but achievable goals -- those with a small nAch tend to stay away from challenging goals, responsibilities, & risks.

2) nPower: greatly motivated to influence others & assume responsibility for subordinate behavior -- seek advancement involving increasing amounts of responsibility -- comfortable in competitive situations -- enjoy decision making.

3) nAff: cooperative, team-centred managerial style. -- prefer to influence subordinates to complete tasks through team efforts -- lose effectiveness if need for social approval & friendship interferes with willingness to make decisions.

- Douglas Mcgreggor's Theory X-Y:

-----theory x: negative assumptions about employees (dislike work, naturally lazy, avoid working, bad managers)

-----theory y: positive assumptions about employees (self-direction, creative, seek responsibility, self-control).

- design of organization member's jobs

(job rotation, job enlargement, job enrollment, flex-time)

Herzberg's 2 Factor Theory

1) Hygiene, maintenance factors -- relate to work environment -- when these factors are undesirable, the individual becomes dissatisfied.

2) motivating factors: relate to work itself -- when these factors are compelling the individual is satisfied & motivated to perform tasks

Introduced by B.F Skinner

Reinforcement (+/-) - punishment - extinction

System 1) lack of confidence & trust in subordinates

System 2) condescending master-servant style confidence & trust in subordinates

System 3) substanial, not complete, confidence in subordinates

System 4) trust & confidence in subordinates