MANA 3335 Final

• Peter has no motivation to
• do his work. Only motivation he has is to do it so 8 of his bosses don't bitch
• at him

CEO almost fired an employee because he wasn't motivated

Initiation -> Direction -> Persistence

• Job Performance - How well person does job
• Motivation - effort put forth
• Ability - Cabable / competant for that job
• Situational Constratints - external factors that affect performance  

Motivation x Ability x Situational Constraints

Physical or psych. requirements that must be met to ensure survival and well being

Need for: 

• 1) Achievement - need to accomplish something significant / make a difference
• 2) Affiliation  - Need to affiliate with other people / be part of a group or team
• 3) Power - Need to have control over what you do

culture and one need can be more important to a person than another

1)  Physiological  (food, water, survival) 

2)  Safety / Security (need to not be in threat)

3)  Belongingness (need to be around people/group to feel like they belong)

4)  Self Esteem (need to feel good about yourself to accomplish something)

5)  Self Actualization (need to fulfill your capabilities to accomplish something)

• Fair Salary 
• Comfortable working conditions

• safe working conditions 
• job security
• fringe benefits (insurance, EAP, 401k, etc.)

• - permit social interation (allow people to be part of a group)
• - keep groups stable
• - encourage cooperation

• - recognize / publicize good performance 
• - significant job activities
• - respectful job title
• - responsibility

• - Challenges in the job
• - Provide advancement opportunities
• - Permit Creativity
• - Encourage high achievement

Tangible, visible to others and contingent on performance  (ie: if you do good work, you get higher pay, an award, a better parking spot)

Natural rewards associated with performing the task for its own sake (if doing an activity because it's rewarding to you ex: crossword puzzle in the newspaper.  The reward is feeling accomplished and smart)

1)  Pay Based

2)  Membership / Senority based  (senority doesn't have to mean a good job

3)  Competency based - have the skills?  company will go to lengths to hire that person  

• 4)  Performance based
•         - Piece rate
•         - Gainsharing
•         - Profit Sharing / Stock Options

Competency based  /  Extrinsic

- Paid engineers extra to work in Alaska due to the cost and demand of oil increasing significantly

Being paid for each thing you do

Companies sharing financial value of performance gains with its workers

1)  sense of accomplishment

2)  feeling of responsibility

3)  Chance to learn something new

4)  The fun that comes from performing an interesting, challenging and engaging task

Exrinsic rewards being dog park, discounts. 

Intrinsic rewards being the salesman being honest with customers to feel accomplished.

Theory that states people will be motivated when they perceive they are being treated fairly

• O= Outcome
• P=  Person
• I= Inputs
• RP=  Reference person

Outcomes for a person over the inputs from that person is equal to the outcomes for a reference person over the inputs from that reference person   (EQUITY)

INEQUITY - ask for a pay raise, quit, etc.  People in this scenario are more motivated to make a change.

This is inequity.  To balance it, motivate the reference person to ask for a pay raise, etc.

1)  Do your homework (reasonable pay for level)

2)  Think "timing" (don't ask if your boss is having a bad day.   DO ask before company's fiscal year so they can budget.)

3)  Communication compatibility  (communicate in the best way that person prefers.  ie:  email or in person)

4)  Keep it career-focused

5)  Quantify your accomplishments

6)  Rehearse

7)  Know what you want and state it

8)  Follow up (if boss says 2 weeks, follow up in 2 weeks)

1)  people will be motivated to the extent at which they believe that their efforts will lead to good performance

2)  that good performance will be rewarded

3)  That they will be offered attractive rewards.

The attractiveness or desirability of a reward or outcome

The perceived relationship between effort and performance

The perceived degree to which outcomes and rewards are fairly distributed

The perceived fairness of the process used to make reward allocation decisions

The set of forces that

• 1) initiates
• 2) directs
• 3) makes people persist in their efforts

-> to accomplish a goal

The perceived relationship between performance and rewards

A theory that states that behavior is a function of it's consequences.

- behaviors followed by positive consequences will occur more frequently

- behaviors followed by negative consequences or not followed by positive consequences will occur less frequently

The process of changing behavior by changing the consequences that follow behavior

Cause and effect relationships between the performance of specific behaviors and specific consequences

Rules that specify

• - which behaviors will be reinforced
• - which consequences will follow
• - the schedule the consequences will be delivered

 

Reinforcement that strengthens behavior by following behaviors with desirable consequences

reinforcement that strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior

Reinforcement that weakens behavior by foloowing behaviors with undesirable consequences

reinforcement in which a positive consequence is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior

A consequence follows every instance of behavior.

Consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred. 

An intermittent schedule in which consequences are delivered following a specific number of behaviors

consequences are delivered following a number of behaviors.   Sometimes more and sometimes less.  bonus at 7 sales or bonus at 13 sales, but the average is generaelly consistent (avg. 10)

The extent which goals are detailed, exact an unambiguous

the extent to which a goal is hard or challenging to accomplish (ie: goal of a 3.5 GPA vs. a 2.0)

extent to which people consciously understand and agree to goals  (I really want to meet this goal b/c ____)

info about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal.  

• Sincerity
• Fairness
• Appropriateness
• Consistency
• Timeliness
• Importance 

Clarifying the reasons - what and why punishment is.

Timing - ASAP after incident

Intensity - big deal, big punishment and vise versa

Scheduling - each time event occurs, should be punished for all (nobody sould get away with it / fairness) 

Impersonal - punish behavior / not person 

1)  Always begin w/ a positive

2)  Never follow with "but" or "however"

3)  State problem WITH example, state negative effects

4)  Try not to say "you"(this can make the person feel attacked) 

5)  Ask for feedback 

6)  Actively listen 

7)  Mutually agree on next step 

8)  End with a positive

 

Formal heirarchial position