Transcript Chap012
Quiz 3 Availability – check calendar Word to the Wise on Taking Quiz Online Access the system when you are ready, take the quiz, and finish it. Do not try to do anything else before you finish the quiz. Avoid procastination (we can not let you back in if you decide to take the quiz after our last scheduled time to check.) The responsibility to fix your computer problems remain with you. We can only let you back in. Some tips: Call the Help Desk number if you have problems other than being locked out. Note that if you take it at home, it is difficult for OSU folks to troubleshoot problems that may be due to your system. Hard copies (and sob stories) will not be accepted. Use Firefox Avoid wireless connections (e.g. dropped signals) Hit save button after every question You can print AFTER you finish the quiz and submit your answers. Back to Ch 10 Performance Appraisal Performance appraisal has three important objectives: Two-way communication between supervisors and employees. Constructive feedback to employees in order to capitalize on strengths and reduce weaknesses. Help managers decide who should be paid more based on contribution. Approaches to Performance Appraisal Judgment Approaches Relative judgments Absolute judgments Measure Approaches Traits Behaviors Behavioral anchored rating scales Outcomes MBO Back to Ch 10 Office Space Chapter 12 Motivation Motivation Motivation: Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed. Implications Associated with This Definition • Behavior is purposive rather than random - People exhibit both positive (work done on time) and negative (arrive late for work) behavior for a reason • Motivation arouses people to do something - People are unlikely to change a behavior or do something different unless they are motivated to do so • Motivation causes people to focus on a desired end-result or goal • Motivation fuels the persistence needed to exhibit sustained effort on a task Learning Objectives After reading this chapter, you should be able to: Differentiate between extrinsic and intrinsic motivation. Describe the need theories of motivation and their implications for managing. Generate steps that can be taken to improve performance by applying the various process models of motivation. Apply reinforcement principles to manage performance. Identify causes of low performance and how they could be improved using the expectancy model. Understand the basic approaches to motivation. Identify features of job design that can affect worker motivation. Apply the job characteristics model to link job design to motivation. Motivation Categories of Theories: Content theories of motivation seek to understand what underlies and drives motivation Process theories of motivation seek to understand what steps can be taken to improve and maintain motivation Types of Motivation: Intrinsic motivation- comes from the personal satisfaction of the work itself Extrinsic motivation – comes from the rewards that are linked to job performance, such as a paycheck Content View of Motivation Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Need Theory Herzberg’s TwoFactor Theory Need Theories Needs are physiological or psychological deficiencies that arouse behavior. Maslow’s Need Theory •Motivation is a function of five basic needsphysiological safety, love, esteem, and selfactualization. McClelland’s Need Theory •The needs for achievement, affiliation, and power affect behavior. Maslow’s Hierarchy of Needs Self-actualization Esteem Needs Social Needs Safety Needs Physiological Needs Prentice Hall, 2001 Chapter 6 13 Alderfer’s ERG Theory Growth Relationships Existence Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors • Quality of supervision • Rate of pay • Company policies • Working conditions • Relations with others • Job security • Career Advancement High Job Dissatisfaction Prentice Hall, 2001 • Personal growth • Recognition • Responsibility • Achievement 0 Chapter 6 Job Satisfaction High 15 McClelland’s Needs Theory Need for Achievement (nAch) Need for Power (nPow) Need for Affiliation (nAff) Prentice Hall, 2001 Chapter 6 16 Process View of Motivation Goal-Setting Theory Equity Theory Reinforcement Theory Expectancy Theory Goals Goal: What an individual is trying to accomplish. Directing one’s attention Goals motivate the individual by... Regulating one’s effort Increasing one’s persistence Encouraging the development of goalattainment strategies or action plans Task performance Goal-Setting Theory Effective Goals are: Accepted by employees Challenging and realistic Specific, quantifiable, and measurable MBO: Cascading of Objectives Organizational Objectives Divisional Objectives Departmental Objectives The XYZ Company Consumer Products Production Sales Customer Service Industrial Products Marketing Research Development Individual Objectives Prentice Hall, 2001 Chapter 7 21 Equity Theory Personal Outcomes Inputs versus Others’ Outcomes Inputs Fairness is achieved when the ratios are equivalent. Negative and Positive Inequity A. An Equitable Situation Other Self $2 = $2 per hour 1 hour $4 = $2 per hour 2 hours Negative and Positive Inequity (cont) B. Negative Inequity Self $2 = $2 per hour 1 hour Other $3 1 hour = $3 per hour Negative and Positive Inequity (cont) C. Positive Inequity Other Self $3 = $3 per hour 1 hour $2 = $1 per hour 1 hours Equity Theory (cont) Inequity occurs when the ratio is not equivalent and creates cognitive dissonance To restore equity, people may use one of the following: Reduce inputs by cutting back on the effort, and if the imbalance becomes too great, to leave the firm Influence the outcome, such as persuade the boss for a raise Decrease others’ outcomes, such as spread rumors about others Increase effort level if they think they are getting more than they deserve Conditioning illustrated Pavlov as illustrated in The Office Contingency Reinforcement Theory Conditions Apply Withdraw Prentice Hall, 2001 Positive Reinforcement Punishment Extinction Negative Reinforcement Positive Negative Nature of Outcome Chapter 6 28 Vroom’s Expectancy Theory Concepts Expectancy: Belief that effort leads to a specific level of performance Instrumentality: A performance outcome perception. Valence: The Value of a reward or outcome Expectancy Theory of Motivation Rewards Tasks V2 V1 V2 Effort V2 V1 V2 Motivation by Design Job Enlargement Job Rotation Job Enrichment Job Characteristics Model Job Characteristics Model Core job dimensions Critical psychological states Skill variety Experienced Task identity meaningfulness Task significance of the work Autonomy Experienced responsibility for outcomes of the work with the work Personal and work outcomes High internal work motivation High quality work performance High satisfaction Feedback Knowledge of the Low absenteeism actual results of and turnover the work activities Employee growth need strength Management Is Everyone’s Business 12.2 . . . P. 483 Video: The Container Store