Motivation

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Motivation
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Announcements

• New Exam time to be scheduled

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• Movies
• Merit pay excerise

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Motivation and Performance

• Performance MAO
• Mmotivationintensity, direction, and
  persistence of EFFORT in attaining a goal.
• Aability Personal resources that can be applied
  to attain a goal.
• Oopportunity to perform absence of obstacles and
  providing support to attain a goal.

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Performance Two types

• Task performance quantity and quality
• Contextual Performance Being a team player and
  good organizational citizen.
• Focus more on Task performance.
• Contextual Performance is mostly related to work
  attitudes and job satisfaction. (maintenance
  behaviors).

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What motivates People

• Content approaches.

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Everyone write down

• Pick the course you are studying long hours for.
  Why do you spend the length of time to do that.
• Think about your major. Why did you pick your
  major?

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• What is most important reason for working hard.
• Keeping a job in good standing
• Promotion
• Pay
• Recognition from others for doing good work
• Because I like to do what I do.

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Be familiar with Maslows Needs Hierarchy

• Its widely mentioned.

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ERG Theory

• Existence (money and security)
• Relatedness (social recognition and status)
• Growth (job satisfaction)
• Any of these can be important. No order implied.

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Also Not in the book

• Extrinsic motivation (those incentives controlled
  by others such as social status and pay)
• Intrinsic (those incentives that come from doing
  the work).

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Process theories

• Apply the following scenario
• City adult training. You have read the case.
• Assume the problem is a motivational issue.
  Simple lack of rewards.

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Job Characteristics Model (p. 447-49)

• Job Characteristics model is a model of intrinsic
  motivation. It strives to make the work more
  meaningful and provide higher levels of job
  satisfaction.
• Job Satisfaction influences performance.

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The Job Characteristics Model
Personal and Work Outcomes
Core Job Dimensions
Critical Psychological States
Skill variety Task identify Task significance
Experienced meaningfulness of the work
High internal work motivation High-quality work
performance High satisfaction with the work Low
absenteeism and turnover
Experienced responsibility for outcomes of the
work
Autonomy
Knowledge of the actual results of the work
activities
Feedback
Employee Growth Need Strength
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Examples of High and Low Job Characteristics

• Characteristics Examples
• Skill Variety
• High variety The owner-operator of a garage who
  does electrical repair, rebuilds engines,
• does body work, and interacts with customers
• Low variety A bodyshop worker who sprays paint
  eight hours a day
• Task Identity
• High identity A cabinetmaker who designs a
  pieces of furniture, selects the wood, builds the
  object, and finishes it to perfection
• Low identity A worker in a furniture factory
  who operates a lathe to make table legs
• Task Significance
• High significance Nursing the sick in a
  hospital intensive care unit
• Low significance Sweeping hospital floors
• Autonomy
• High autonomy A telephone installer who
  schedules his or her own work for the day, and
  decides on the best techniques for a particular
  installation
• Low autonomy A telephone operator who must
  handle calls as they come according to a
  routine, highly specified procedure
• Feedback
• High feedback An electronics factory worker who
  assembles a radio and then tests it to
• determine if it operates properly
• Low feedback An electronics factory worker who
  assembles a radio and then routes it to a
  quality control inspector who tests and adjusts
  it

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Less Major ProgramsEmployee Involvement

• Another name for participative processes (in
  decision making) that is designed to encourage
  increased commitment to organizations success
  (goals).
• Clear commitment to goals is based on
  involvement. Felt responsibility if the idea is
  self-generated.

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• This is my company as opposed to I just work here
  ask someone else.

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Employee Participation Happens in many ways

• Committees to set policies
• Supervisors soliciting ideas from subordinates
  and accepting those ideas.
• Self-managed teams
• Quality circles.
• Focus is on decision making.

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• Reason why.
• Estimates that over 60 of managerial new
  policies regarding employees are discontinued
  after 1 year. Acceptance of Ideas by
  subordinates is often important.
• Participation increases acceptance.
• Acceptance is related to CONTEXTUAL PERFORMANCE
  and not necessarily task performance.

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Apply this to City Adult Center

• Employee Involvement
• Job enrichment.
• What would most likely work. What could you do
  to make this work in Hong Kong.

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Announcements

• Final Exam Thurs. May 16. Using the last class
  period. There can be no conflicts.
• There will be no changes.
• Charles Ng Case will be presented on May 9. This
  announcement was made when you signed up.

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• Movie about Job Characteristics.
• Think about the concepts of skill variety, task
  identity, task significance, autonomy, and
  feedback.
• Which are present?
• How do the achieve it.
• Participation points.
• Will collect them individually. Do not help you
  not attending classmates or penalties will occur
  for both.

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Extrinsic Motivation Models

• Reinforcement Theory
• Expectancy Theory
• Goal Setting theory

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Reinforcement Theory

• Behavior is a function or its consequences
  (rewards or punishments) See Pages 43-48 of book.
• You have all been exposed to this behavior.
• Shape behaviors. Constantly rewarding the
  correct behaviors. Punishing inappropriate
  behaviors.

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Research is Clear that Rewards are far more
effective than Punishments.

• Yet management does what most commonly?

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• Applications of Reinforcement theory
• OB Mod (p. 47)
• Identifying Critical variable
• Developing baseline data
• Identifying appropriate consequences
• Developing strategy
• Evaluate performance improvement

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Examples

• Grocery clerk Check out.
• Safety Records (oil drilling platforms).
• One very specific behavior.
• Apply this to city adult.
• What is the behavior, consequence, strategy.

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Most effective in ImplementingHighly specific
changes.

• Phone Courtesy as example that could have used
  this.

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Pay Incentives/variable pay

• Piece rate (commission)
• Bonuses
• Profit sharing.
• Really operant conditioning.

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Merit Pay exercise
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Businesses are using more

• Video

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• Why
• Higher compensation
• Higher motivation. Rewards those who work
  harder.
• Retention

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• Assume city adult training is for profit.
• What would you do? What types of profit sharing
  would you employ?

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Goal Setting

• Goal specificity
• Challenging goals
• Participation in goals
• Feedback

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Example with loading logs on trucks

• Clear targets.
• Related to reinforcement theory but goal
  intentions and commitment are critical.

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Similarities between OB Mod and Goal setting

• Measurable and specific goals with numeric
  outcomes.
• Goal attainment is monitored and feedback.
• Rewards (not required in Goal setting but it does
  impact it). In classical goal setting feedback
  is sufficient.

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Difference

• Individualizedevery employee should have own
  goals vs goals for all employees.
• Participation in goal setting.
• Setting Difficult goals.
• Goal setting is more process oriented. In
  monitoring, human relation skills are important.
  OB Mod is all task oriented.

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• How would you apply this to City adult training.

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Book Suggests

• Ability and opportunity are important too.
• AbilitySelection, training (both on the job
  training with feedback and training and
  development).
• Opportunityproper tools, proper interpersonal
  relationships, proper leadership, appropriate
  rules (individual differences), appropriate
  organizational structure.

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• These are often ignored.

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Wrap up

• Different motivation approaches.
• Book suggest each has its strengths.
• Productivitygoal setting (individual and
  groups).
• Job enrichmentcontextual performance and
  organizational wide motivation.
• Absenteeism and other specific behaviors
  associated with organizational changereinforcemen
  t theory.

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• Pay based systems are complexturnover and
  motivation. But who quits.
• Pay based (organizational)
• OB mod focuses on groups.
• Reinforcement theory is very individualized.

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• Also Leadership style
• Country clubjob enrichment
• Goal setting team
• Reinforcement theory task.
• Middle of the roada little of each.
• Laissez faireno motivational efforts.