Chapter 13: Motivating for Performance

*Motivation:
-Forces that energize, direct, and sustain a person's efforts.

*Manager's must motivate people to:
-Join the organization.
-Remain in the organization.
-Come to work regularly.

Setting Goals:
*Goal- setting theory:
-A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end.

*The greatest Management Principles in the world:

*The Consequences for Behavior:
Positive reinforcement or negative reinforcement. (Some behavior is likely to continue)
Punishment or extinction. (Some behavior is less likely to be repeated)

*Performance Related Beliefs:
-A theory proposing that people will behave based on their precieved likelihood that their effort will lead to a certain outcome and on how highly they value that outcome.

*Performance to Outcome Link:
-Instrumentality:
The perceived likelihood that performance will be followed by a particular outcome.
-Valence:
The value an outcome holds for the person contemplating it.
Basic Concepts of Expectancy theory:

*Maslow's Need Hiearchy:
- A conception of human needs; organizing needs into a hiearchy of five major types. Each need, needs to be met before you can move upwards.

Physiological- 1st step
Safety- 2nd step
Social- 3rd Step
Ego- 4th step
Self- actualization- 5th step

*Maslow's Need Hiearchy:
1. Physiological (food, water, sex, and shelter).
2. Safety or security (protection against threat and deprivation).
3. Social (friendship, affection, belonging, and love).
4. Ego (independence, achievement, freedom, status, recognition, and self esteem).
5. Self-actualization (realizing one’s full potential, becoming everything one is capable of being).

*Alderfer's ERG Theory:
-A human needs theory postulating that people have three basic sets of needs that can operate simultaneously.

*McClelland's Needs:
-Need for Achievement:
Characterized by a strong orientation toward accomplishment and an obsession with success and goal attainment.
-Need for Affiliation:
Reflects a strong desire to be liked by other people.
-Need for Power:
A desire to influence or control other people.

*Herzberg's Two- factor theory:
-Hygiene Factor's:
Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied.
-Motivator's:
Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement.

*The Hackman and Oldham Model of Job Design:

*Achieving Fairness:
-Equity Theory:
A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.