Chapter 13: Motivating Job Performance

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Chapter 13Motivating Job Performance

• Presented By
• Cody Weems
• Philip Smith
• Rebecca Sosa
• Christy Barge
• Lori Armstrong
• Cydney Mcelvaney

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Chapter 13Motivating Job Performance

• Chapter Objectives
• Explain the motivational lessons taught by
  Maslows Theory, Hertzbergs Theory and the
  Expectancy Theory
• Describe how goal setting motivates performance
• Discuss how managers can improve the motivation
  of routine-task personnel
• Explain how job performance can be used to
  enhance the motivating potential of jobs

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Chapter Objectives Cont.

• Distinguish extrinsic rewards from intrinsic
  rewards and list four rules for administering
  extrinsic rewards effectively
• Discuss the contributions quality control circles
  and self-manages teams can make to participative
  management
• Explain how companies are striving to motivate an
  increasingly diverse workforce

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Most Relevant Objectives

• How goals can improve performance. Fig 13.4

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Chapter Objectives Most Relevant cont.

• Distinguish extrinsic rewards from intrinsic
  rewards and list four rules for administering
  extrinsic rewards effectively.
• extrinsic rewards intrinsic rewards
• Four Rules for administering extrinsic rewards
  effectively
• Rewards must satisfy individual needs.
• Employees must believe effort will lead to
  reward.
• Rewards must be equitable.
• Rewards must be linked to performance

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Opening CaseSeeking Proper Balance at Norways
Norsk Hydro

• Norsk Hydro
• Operates in 70 different countries and employs
  39,000 people
• Morten Linglem Spends three hours a day
  commuting, but is home by six everyday
• Atle Taerum works from home and does
  international business

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Opening Case Cont.

• The Argument
• Work can be redesigned to promote balance and
  balance will always win in the end
• Time Spent outside work fuels work itself
• Think in the long term
• Redesign the physical workplace
• Redesign work itself

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Opening Case Cont.

• Differences between Work in America and Norway
• Americans think long work hours are heroic
• Norway thinks if you work long hours, then you
  cant get your work done on time
• American companies do not usually cooperate with
  unions
• Norway believes that happy employees bring more
  profit, so they are very cooperative with unions
• Hertzberg Theory

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Managing Diversity

• Robert Lopatin
• A gentleman that lives by the philosophy Dont
  be afraid of change, and never pass up an
  opportunity to try something new. It is this
  mind set that has made this 55 yr. old man, fresh
  out of medical school, one of the oldest
  first-year residents in the county
• This passage closely correlates with the chapter
  objectives by describing the life story of a man
  driven by nothing more than endless
  self-motivation. With enough of the right
  motivation, anything is possible

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Global Manager

• Direct management differences between the U.S and
  Mexico
• The conclusion drawn from the passage is a broad
  one. In short, to implement self-managed teams in
  Mexico, training would have to start with the
  most basic principles and build up from there.
• This section easily relates to practically every
  objective in the chapter. It shoes the need for
  reform in the Mexican management process by
  implementing principles such as the discussed in
  the chapter 13 objectives

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Most Interesting and Most Informative

• Most Interesting
• Closing Case
• Sharon Alfred Decker
• Changing the work atmosphere
• Most Informative
• Stress Management 101
• Burnouts
• How to Avoid it

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We Want To Know More

• Sabbaticals
• What are they and how do they work?
• What if you are in a top management position?
• Cafeteria Compensation
• Is a plan that allows each employee to determine
  the make-up of his or her benefit package