24 May Reflection Summary Of Lecture 03
Managing Groups & Teams
MGT 567
Dr. Brandon Randolph-Seng
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Movement toward a desired outcome (e.g., goal pursuit)
High levels of performance occur when leaders establish motivational environments that inspire followers to achieve objectives
Objectives, leadership style, ability to motivate self and others affect own career success and organization’s performance
Motivation
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Performance
Performance
Motivation
Ability
Environment
Desire to make
a good
impression
Work extra hard Persist
Compliment work Persist
Do special favors Persist
Good
impression
made
Drive
Arousal
Direction
Attention
Focus
Intensity
Goal
Performance
Maintenance
Persistence
Motivation: Its Basic Concepts
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Understanding needs helps the leader to better understand motivation and behavior
Motives cannot be observed; only behavior can be witnessed
Motives are often not conscious
Can take advantage of this:
Implementation Intentions
The Motivation Process
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Major Motivation Theories
1. Content motivation theories (Focus on explaining and predicting behavior based on employee need motivation)
2. Process motivation theories (Focus on understanding how employees choose behaviors to fulfill their needs)
3. Reinforcement theory
(Proposes that behavior can be explained, predicted, and controlled through the consequences for behavior)
A. Hierarchy of needs theory
B. Two-factor theory
C. Acquired needs theory
A. Equity theory
B. Expectancy theory
C. Goal-setting theory
Types of Reinforcement
Positive
Avoidance
Extinction
Punishment
CLASSIFICATION OF MOTIVATION THEORIES
SPECIFIC MOTIVATION THEORY
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Hierarchy of
Needs
Two-Factor
Acquired Needs
Content Motivation Theories
Content Motivation Theories
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Summary Overview
XXXX
Major Title
Heading.
This slide relates to XX-XX.
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Maslow: Not supported by research but provide general guide to motivation of employees
Benefits/insurance/retirement Safety needs
Friendly environment/collaboration & communication/social events Social needs
Promotion/rewards/titles Esteem needs
Development & growth/interesting & challenging work Self-actualization needs
Motivating Employees with Hierarchy of Needs Theory
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What Do Workers Want?
Job Factor
Better working conditions
Feeling “in” on things
Tactful disciplining
Appreciation shown
Management loyalty
Higher wages
Promotion and growth
Sympathetic understanding
Job security
Interesting work
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10
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8
6
1
3
9
2
5
Managers
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2
10
1
8
5
7
3
4
6
Workers
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Motivator factors
Intrinsic motivators
Include achievement, recognition, challenge, and advancement
Maintenance (Hygiene) factors
Extrinsic motivators
Include pay, job security, title, working conditions, benefits, and relationships
Two-Factor Theory
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Job Dissatisfaction
Job Satisfaction
Herzberg’s two-factor principles
Influenced by
HYGIENE
FACTORS
(Job Context)
working conditions
co-worker relations
policies & rules
supervisor quality
base wage, salary
Influenced by
MOTIVATOR
FACTORS
(Job Content)
achievement
recognition
responsibility
work itself
advancement
personal growth
Improving the
hygiene factors
decreases
job dissatisfaction
Improving the
motivator factors
increases
job satisfaction
Herzberg’s Two Factor Theory
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Team Implications?
Satisfiers (Motivator factors) are what truly motivate employees
Problems: FAE, classification difficult, dissatisfiers can be satisfiers (e.g., pay, relationships w/ boss)
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Managers must first ensure that the employees’ level of pay and other maintenance factors are adequate
Once employees are not dissatisfied with their pay (and other maintenance factors), they can be motivated through their jobs (intrinsic motivators)
Job enrichment
Building motivators into the job itself by making it more interesting and challenging
Motivating Employees with Two-Factor Theory
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McClelland’s Acquired-Needs Theory
The Thematic Apperception Test (TAT) assesses a person’s dominant needs: presented with an ambiguous picture and then writing a story about it.
McClelland’s Acquired Needs Theory
Need for achievement (nAch): the desire to do better, solve problems, or master complex tasks.
Need for affiliation (nAff): the desire for friendly and warm relations.
Need for power (nPow): the desire to control others and influence their behavior.
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Team Implications?
nAch More likely to become leader
View managerial activities waste of time
Difficult delegate meaningful authority to subordinates
nAff Benefit in jobs like social worker/teacher
As management: Overly concerned about how perceived, lack critical feedback
nPow Positive in more altruistic forms
Changing the way things are done: work environment/resources
Important trait for effective leader
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Focus on understanding how people choose behavior to fulfill their needs
Are more complex then content motivation theories
Attempt to understand:
Why people have different needs
Why their needs change
How and why people choose different means to satisfy their needs
The mental process involved
How they evaluate their need satisfaction
Process Motivation Theories
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Process Theories of Motivation
How people make choices to work hard or not
Choices are based on:
Individual preferences
Available rewards
Possible work outcomes
Types of process theories:
Equity theory
Expectancy theory
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Equity Theory
Person Referent Other
Outcomes = Outcomes
Inputs Inputs
Perception of inequality create tension and action to reduce inequality
Outcomes = Perceived rewards, (pay, acknowledgment, treatment)
Inputs = hard work, loyalty, time, education, training, skills
Overpayment
inequity
for person A
Underpayment
inequity
for person B
Underpayment
inequity
for person A
Overpayment
inequity
for person B
Equitable
payment
for person B
Equitable
payment
for person A
Outcomes
Inputs
Outcomes
Inputs
Outcomes
Inputs
Outcomes
Inputs
Outcomes
Inputs
Outcomes
Inputs
Guilty
Guilty
Angry
Angry
Satisfied
Satisfied
Equity Theory (guilty no support)
Person A
Person B
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Understand that equity is based on perception, which may not be correct
Reward equitably based on production
Ensure that employees understand the inputs that are required to achieve certain outputs
When incentive pay is used, ensure that clear standards exist
Motivating with Equity Theory in Teams?
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Proposes that employees are motivated when:
They believe they can accomplish the task
They will get the reward
The rewards for doing so are worth the effort
Expectancy Theory
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Expectancy Theory
Developed by Victor Vroom.
Key expectancy theory variables:
Expectancy—belief that working hard will result in desired level of performance.
Instrumentality—belief that successful performance will be followed by rewards.
Valence—value a person assigns to rewards and other work related outcomes.
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Expectancy Theory
Effort
Rewards
Performance
Expectancy
Valence
Instrumentality
1) Will my effort lead to high performance?
2) Will performance lead to outcomes?
3) Do I find the outcomes desirable?
Expectancy Theory
Motivation (M), expectancy (E), instrumentality (I), and valence (V) are related to one another in a multiplicative fashion:
M = E x I x V
If either E, I, or V is low, motivation will be low
Recent research suggests that more addition than multiplication
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Motivating with Expectancy Theory in Teams?
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Reinforcement Theory
Manager praises the employee
Manager demotes the employee
Manager stops nagging the employee
Manager withholds praise
Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
Positive behavior followed by positive consequences
Positive behavior followed by removal of negative consequences
Negative behavior followed by negative consequences
Negative behavior followed by removal of positive consequences
Applying Reinforcement Strategies
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True or False?
1) Punishment applied over time may suppress the occurrence of socially desirable behaviors.
2) Punishment results in undesirable emotions such as anxiety and aggression
3) Punishing one behavior does not guarantee that the desired behavior will occur
4) Punishment may create a communication barrier and inhibit flow of information
Punishment
Immediate and consistent
Learn what not to do (instead of what to do)
Possible side-effects
Increased aggression (Positive punishment)
Passive aggression (Indirect responses)
Avoidance of the punisher
Modeling of the punishment (Hitting for hitting)
Temporary suppression (Slowing down for cop)
Learned Helplessness (Repeatedly fail: Stay)
Antecedent
Undesirable
employee
behavior
Punishment
by
Supervisor
Short-term
decrease in
frequency of
undesirable
behavior
Undesirable
emotional
reaction
Aggressive, disruptive
behavior (force
breeds counterforce)
Apathetic,
noncreative performance
Fear of
supervisor
Recurrence of
undesirable
behavior
High turnover
and absenteeism
Which tends
to reinforce
But leads to…
Negative Effects of Punishment
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You get what you reinforce, not necessarily what you reward
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MANAGERS HOPE FOR: BUT MANAGERS FREQUENTLY REWARD:
Long-term growth and environmental Quarterly earnings
social responsibility
Innovative thinking and risk-taking Proven methods and not making mistakes
Teamwork and collaboration The best competitive individual performers
Employee involvement and empowerment Tight control over operations and resources
High achievement Another year’s effort
Candor such as telling of bad news early Reporting good news, whether it is true or
not, and agreeing with the boss, whether
the boss is right or wrong
The Folly of Rewarding A, While Hoping for B
Involves rewarding behavior that is trying to be discouraged, while the desired behavior is not being rewarded at all
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Set clear objectives
Employees must understand what is expected
Select appropriate rewards
Must be seen as rewards
Select the appropriate reinforcement schedule
Do not reward unworthy performance
Look for the positive
Give sincere praise
Do things for your employees
Motivating with Reinforcement in Teams?
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Remember What Workers Want?
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A Sample of Extrinsic Rewards Allocated by Managers
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Feedback and praise have a strong impact on performance
As much as pay
Costs nothing
Takes only a little time
Can cause the Pygmalion effect
Creates a win–win situation
Giving Praise
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The groups of theories are complementary
Each group of theories answers a different question
Content motivation theories
What needs do employees have that should be met on the job?
Process motivation theories
How do employees choose behavior to fulfill their needs?
Reinforcement theory
What can managers do to get employees to behave in ways that meet the organizational objectives?
Putting the Motivation Theories Together
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Motivation at Nucor
Producing steel (40 filled bankruptcy)
Nucor: profitable 130 quarters, 350% return
Decentralized, empowered, high pay based on company performance
Employees who are motivated : more productive
Empowerment
| Structural Empowerment | ||||
| Decision authority | Leadership styles | Organizational structure | Access to information | Organizational climate |
| Felt Empowerment | |||
| Meaningful work | Feeling confident about performing the job | Having discretion and autonomy at work | Ability to influence how the company operates |
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How does a manager set meaningful goals and objectives to motivate subordinates?
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Goal-Setting Theory
…is one of the most influential and practical methods of motivation. It has been rated as the most important (of 73 theories), supported in over 1,000 studies, and is used by thousands of organizations.
Characteristics of Effective Goal Setting
Specific – increases in specificity are positively related to increases in performance
Quantifiable – reduces ambiguity and helps to focus efforts
Difficult – increases in difficulty can result in superior performance. More difficulty more challenge more effort
Accepted – most likely to occur when goals correspond with personal aspiration
Attainable – goals must be feasible
Focused – on key result areas
Linked to rewards
Feedback is provided
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SMART Goals
S
Specific
M
Measurable
A
Aggressive
R
T
Realistic
Time-Bound
Why Do SMART Goals Motivate?
SMART Goals
Energize
Give Direction
Provide Challenge
Make You Think Outside the Box
Downside to Goal Setting?
Hamper performance if lack skills (set goals for learning instead of outcomes)
Discourage adapting and changing behavior in response to unforeseen threats
Focus only on activities that are measured (e.g., focus on #s instead of quality)
Aggressive pursuit of goals may lead to unethical behaviors
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