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1100words, APA format, cite 3 scholarly sources, Please use textbook to cite at least once.1.Describe the five job attributes of the job characteristics model. 2.Explain the equity, expectancy, and goal-setting theories. 3.What is motivation and how does it work? Discuss nonmonetary ways of motivating employees. 4.If you were a consultant for your place of employment, what advice would you give to senior management about improving motivation efforts using nonmonetary methods? If you are currently not employed, research an organization and provide a recommendation. unit_5_read1.pdf Unformatted Attachment Preview kin20555_ch12_374-409.indd Page 374 10/10/14 9:17 PM user-f467 12 /202/MH02260/kin20555_disk1of1/0077720555/kin20555_pagefiles Motivating Employees Achieving Superior Performance in the Workplace B Major Questions You E Should Be Able to Answer N 12.1 Motivating for Performance N Major Question: What’s the motivation for studying motivation? E 12.2 Content Perspectives on Employee Motivation T Major Question: T What kinds of needs motivate employees? , 12.3 Process Perspectives on Employee Motivation Major Question: Is a good reward good enough? How do other factors affect B motivation? 12.4 Job Design A Perspectives on Motivation R Major Question: What’s the best way to design jobs—adapt people to work Bor work to people? A Perspectives on Motivation 12.5 Reinforcement R What are the types of incentives I might use Major Question: to influence employee behavior? A 12.6 Using Compensation & Other Rewards to Motivate Major Question: 2 How can I use compensation and other rewards to motivate people? 8 8 2 T S kin20555_ch12_374-409.indd Page 375 10/10/14 9:17 PM user-f467 /202/MH02260/kin20555_disk1of1/0077720555/kin20555_pagefiles the manager’s toolbox Managing for Motivation: Keeping Employees Invested in Their Jobs “Get a life!” everyone says. But what, exactly, is a “life,” anyway? As more and more people have begun asking this question, it has spilled over into organizational life. The result has been a new category of work rewards and incentives called work–life benefits. Balancing Work & Personal Lives • • • • B As one definition has it, work–life benefits are programs “used by employers to increase productivity and com- E mitment by removing certain barriers that make it hard N for people to strike a balance between their work and N personal lives.”1 Examples are nonsalary incentives such as flexible work arrangements, tuition assistance, E and paid time off for education and community service. T In managing for motivation, the subject of this chapter, you need to be thinking about employees T not as “human capital” or “capital assets” but as , people who are investors: they are investing their time, energy, and intelligence—their lives—in your organization, for which they deserve a return that B makes sense to them. A To keep your employees invested in their jobs and R performing well, it helps to know what the Gallup B Organization discovered in surveying 80,000 managers and 1 million workers over 25 years.2 Gallup found A that in the best workplaces employees gave strong R “yes” answers to the following 12 questions: A • Do I know what’s expected of me? What Workers Want—Yes! • • • Do I have the right materials and equipment I need to do my work right? Do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for good work? forec casst 2 8 8 2 T S • • • • Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? Does my opinion seem to count? Does the mission of my company make me feel like my work is important? Are my coworkers committed to doing quality work? Do I have a best friend at work? In the last six months, have I talked with someone about my progress? Have I had opportunities to learn and grow? Involving Employees in the Company’s Success The best managers, Gallup says, meet with workers individually at least every three months, not just once or twice a year. In doing so, they not only discuss performance but also try to find out what employees want to accomplish and how the manager can help. In addition, good managers focus on strengths, rather than weaknesses, allowing employees to devote time to what they do best. Even before Fortune magazine began publishing its annual list of “The 100 Best Companies to Work For” (Google was No. 1 in 2014), managers had been concerned about trying to motivate their employees. In prerecession times, according to a project leader who helped with the Fortune list, the best companies kept their employees an average of 6 years, as opposed to a U.S. average of 3.6 years. They accomplished this by pushing for employees at all levels to feel involved in the company’s success.3 For Discussion Which 3 of the 12 questions listed above are most important to you? Which do you think are most important to most employees? What’s Ahead in This Chapter This chapter discusses motivation from four perspectives: content (theories by Maslow, McClelland, Deci and Ryan, and Herzberg); process (equity, expectancy, and goal-setting theories); job design; and reinforcement. We then consider rewards for motivating performance. kin20555_ch12_374-409.indd Page 376 10/10/14 9:17 PM user-f467 376 PART 5 12.1 MAJOR QUESTION ? /202/MH02260/kin20555_disk1of1/0077720555/kin20555_pagefiles Leading Motivating for Performance What’s the motivation for studying motivation? THE BIG PICTURE Motivation is defined as the psychological processes that arouse and direct people’s goal-directed behavior. The model of how it works is that people have certain needs that motivate them to perform specific behaviors for which they receive rewards, both extrinsic and intrinsic, that feed back and satisfy the original need. The three major perspectives on motivation are need-based, process, and reinforcement. B What would make you rise a halfEhour earlier than usual to ensure you got to work on time—and to perform your best once there? Among the possible inducements (such as N Salesforce): free snacks, on-site laundry, child care those offered by SAS, Google, and assistance, freedom to paint yourNwalls, scholarships for employees’ children, having your dog at work.4 Ehigh or low, there are always companies, industries, Whether employment rates are and occupations in which employers T feel they need to bend over backward to retain their human capital. T , Motivation: What It Is, Why It’s Important Why do people do the things they Bdo? The answer is this: they are mainly motivated to fulfill their wants, their needs. A What Is Motivation & How R Does It Work? Motivation may be defined as the psychological processes that arouse B and direct goal-directed behavior.5 Motivation is difficult to understand because you can’t actually see it or know it in another person; it A Nevertheless, it’s imperative that you as a manmust be inferred from one’s behavior. ager understand the process of R motivation if you are to guide employees in accomplishing your organization’s objectives. A is complex, the result of multiple personal and The way motivation works actually contextual factors. (See Figure 12.1.) FIGURE 12.1 An integrated model of motivation 2 8 Personal factors 8 2 • Personality • Ability T • Core self-evaluations S • Emotions • Attitudes • Needs Contextual factors • Organizational culture • Cross-cultural values • Physical environment • Rewards and reinforcement • Group norms • Communication technology • Leader behavior • Organizational design Motivation & employee engagement kin20555_ch12_374-409.indd Page 377 10/10/14 9:17 PM user-f467 /202/MH02260/kin20555_disk1of1/0077720555/kin20555_pagefiles Motivating Employees CHAPTER 12 The individual personal factors that employees bring to the workplace range from personality to ability to emotions to attitudes, many of which we described in Chapter 11. The contextual factors range from organizational culture, to cross-cultural values, to the physical environment, and other matters we discuss in this chapter and the next. Both categories of factors influence an employee’s level of motivation and engagement at work. However, motivation can also be expressed in a simple model—namely, that people have certain needs that motivate them to perform specific behaviors for which they receive rewards that feed back and satisfy the original need. (See Figure 12.2, below.) B E Unfulfilled need Behaviors Rewards Motivation N Desire is created You Two types of Yo choose a type You search for to fulfill a need—as of rewards satisfy o behavior you re N ways to satisfy for food, safety, think might satisfy needs—extrinsic th ne the need. recognition. the need. or intrinsic. E T T , Feedback Reward informs you whether behavior worked and should be used again. FIGURE 12.2 A simple model of motivation B A R (need), which impels you For example, as an hourly worker you desire more money (motivates you) to work more hours (behavior), whichB provides you with more money (reward) and informs you (feedback loop) that working more hours will fulfill your need A for more money in the future. Rewards (as well as motivation itself) are of two R types—extrinsic and intrinsic.6 Managers can use both to encourage better work performance. A ■ Extrinsic rewards—satisfaction in the payoff from others. An extrinsic reward is the payoff, such as money, a person receives from others for performing a particular task. An extrinsic reward is an external 2 reward; the payoff comes ■ from pleasing others. 8 Example: An experiment by General Electric found that paying employees 8 who were smokers up to $750—an extrinsic reward—to quit and stay off cigarettes was three times as successful as a comparison group that got no paid 2 incentives.7 (Some firms are asking their employees to pay higher insurance premiums or adopt other financial incentivesTto spur them to quit smoking, lose weight, or join a fitness program.8) S Intrinsic rewards—satisfaction in performing the task itself. An intrinsic reward is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. An intrinsic reward is an internal reward; the payoff comes from pleasing yourself. Example: Jenny Balaze left her post in Ernst & Young LLC’s Washington, DC, office to spend 12 weeks in Buenos Aires as a volunteer providing free accounting services to a small publishing firm. It was among “the best three months of my life,” says the 27-year-old business advisory services manager.9 377 kin20555_ch12_374-409.indd Page 378 10/10/14 9:17 PM user-f467 378 PART 5 /202/MH02260/kin20555_disk1of1/0077720555/kin20555_pagefiles Leading We all are motivated by a combination of extrinsic and intrinsic rewards. Which type of reward is more valuable to you? Answering this question can help you generate self-motivation and higher performance. Find out about your relative interest in extrinsic and intrinsic rewards by taking Self-Assessment 12.1. SELF-ASSESSMENT 12.1 ® Are You More Interested in Extrinsic or Intrinsic Rewards? The following survey was designed to assess extrinsic and intrinsic motivation. Go to connect.mheducation.com and take Self-Assessment 12.1. When you’re done, answer the following questions: 1. What is more important to you, extrinsic or intrinsic B rewards? Are you surprised by the results? 2. How can you use the results to increase your motivation E to obtain good grades in your classes? 3.N If you were managing someone like yourself, what would N you do to increase the individual’s motivation? E T T Why Is Motivation Important? It seems obvious that organizations would want to motivate their employees to be, more productive. Actually, though, as a manager you will find knowledge of motivation important for five reasons.10 In order of importance, you want to motivate people to: B 1. Join your organization. You need to instill in talented prospective workers A the desire to come to work for you. R 2. Stay with your organization. Whether you are in good economic times or bad, you always want toBbe able to retain good people. 3. Show up for work at your A organization. In many organizations, absenteeism and lateness are tremendous problems.11 R 4. Be engaged while at your organization. Engaged employees produce higher-quality work andA better customer service. 5. Do extra for your organization. You hope your employees will perform extra tasks above and beyond the call of duty (be organizational “good citizens”). 2 8 8 The Four Major Perspectives on Motivation: Overview 2 There is no theory accepted by everyone as to what motivates people. In this chapter, therefore, we present the four principal perspectives. From these, you may be able to T select what ideas seem most workable to you. The four perspectives on motivation are S (1) content, (2) process, (3) job design, and (4) reinforcement, as described in the following four main sections. ● kin20555_ch12_374-409.indd Page 379 10/10/14 9:17 PM user-f467 /202/MH02260/kin20555_disk1of1/0077720555/kin20555_pagefiles Motivating Employees 12.2 MAJOR QUESTION ? CHAPTER 12 379 Content Perspectives on Employee Motivation What kinds of needs motivate employees? THE BIG PICTURE Content perspectives are theories emphasizing the needs that motivate people. Needs are defined as physiological or psychological deficiencies that arouse behavior. The content perspective includes four theories: Maslow’s hierarchy of needs, McClelland’s acquired needs theory, Deci and Ryan’s self-determination theory, and Herzberg’s two-factor theory. B Content perspectives, also known as need-based perspectives, are theories that emphasize the needs that motivate people. Content theorists ask, “What kind of needs E motivate employees in the workplace?” Needs are defined as physiological or psychoN logical deficiencies that arouse behavior. They can be strong or weak, and, because they are influenced by environmental factors, they canNvary over time and from place to place. E In addition to McGregor’s Theory X/Theory Y (see Chapter 2), content perspectives T include four theories: ■ ■ ■ ■ Maslow’s hierarchy of needs theory McClelland’s acquired needs theory Deci and Ryan’s self-determination theory Herzberg’s two-factor theory T , B A Maslow’s Hierarchy of Needs Theory: Five Levels R In 1943, one of the first researchers to study motivation, B Brandeis University psychology professor Abraham Maslow (mentioned previously in Chapter 2) put forth his A hierarchy of needs theory, which proposes that people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, R and (5) self-actualization.12 (See Figure 12.3.) A Selfactualization Esteem Love Safety Physiological 2 8 8 2 T S 1. Physiological need—the most basic human physical need: Need for food, clothing, shelter, comfort, selfpreservation. Workplace example: these are covered by wages. 2. Safety need: Need for physical safety, emotional security, avoidance of violence. Workplace examples: health insurance, job security, work safety rules, pension plans satisfy this need. 3. Love need: Need for love, friendship, affection. Workplace examples: office parties, company softball teams, management retreats. 4. Esteem need: Need for self-respect, status, reputation, recognition, self-confidence. Workplace examples: bonuses, promotions, awards. 5. Self-actualization need—the highest level need: Need for self-fulfillment: increasing competence, using abilities to the fullest. Workplace example: sabbatical leave to further personal growth. FIGURE 12.3 Maslow’s hierarchy of needs kin20555_ch12_374-409.indd Page 380 10/10/14 9:17 PM user-f467 380 PART 5 /202/MH02260/kin20555_disk1of1/0077720555/kin20555_pagefiles Leading The Five Levels of Needs In proposing this hierarchy of five needs, ranging from basic to highest level, Maslow suggested that needs are never completely satisfied. That is, our actions are aimed at fulfilling the “deprived” needs, the needs that remain unsatisfied at any point in time. Thus, for example, once you have achieved safety (security), which is the second most basic need, you will then seek to fulfill the third most basic need—love (belongingness). EXAMPLE Looking for Peak Performance: A Hotel CEO Applies Maslow’s Hierarchy to Employees, Customers, & Investors Chip Conley is CEO and founder of boutique hotel company Joie de Vivre (JDV), whose mission statement is “creating opportunities to celebrate the joy of life.” In Peak: How Great Companies Get Their Mojo from Maslow, he describes how JDV used Maslow’s theory to motivate the business’s three key stakeholders— employees, customers, and investors—by tapping into the power of self-actualization to create peak performance.13 Motivating Employees. Applying the Maslow pyramid to employees, says Conley, “the basic need that a job satisfies is money. Toward the middle are needs like recognition for a job well done, and at the top are needs like meaning and creative expression.”14 Thus, housekeepers, who represent half of a hotel’s workers, would be gathered in small groups and asked what the hotels would look like if they weren’t there each day. Following their answers (unvacuumed carpets, piled-up trash, bathrooms filled with wet towels), they were then asked to come up with alternative names for housekeeping. Some responses: “serenity keepers,” “clutter busters,” “the peace-of-mind police.” From this exercise, workers developed a sense of how the customer experience would not be the same without them.15 And Bthat, says Conley, “gets to a sense of meaning in your work that satisfies that high-level human motivation.” Addressing E the highest-level need gives employees “a sense that the job N them become the best people they can be.”16 helps N Motivating Customers. Many hotels offer clean, safe accommodations. JDV designs each of its 30 hotels to “flatter and vindicate E a different category of customers’ distinct self-image,” says Conley. T in San Francisco, the Hotel Rex’s tweedy décor and Jack Thus, London T touches appeal to urbane literary types. The Vitale’s fitness-conscious services and minimalist design target “the kind , of bourgeois bohemian who might like Dwell Magazine.”17 Motivating Investors. Although most investors focus on a B “returns-driven relationship” (bottom of the pyramid), some have higher motivations. They are driven not by the deal “but rather [by] A an interesting, worthwhile deal,” which JDV attempts to provide.18 R YOUR B CALL ToAwhat extent can Chip Conley’s ideas be used in larger organizations? R A Using the Hierarchy of Needs Theory to Motivate Employees Research 2 does not clearly support Maslow’s theory, although it remains popular among managers. Still, the importance of Maslow’s 8 contribution is that he showed that workers have needs beyond that of just earning a paycheck. To the extent the organization permits, 8 managers should first try to meet employees’ level 1 and level 2 needs, of course, so 2 that employees won’t be preoccupied with them. Then, however, they need to give employees a chance to fulfill their higher-level needs in ways that also advance the T goals of the organization.19 S McClelland’s Acquired Needs Theory: Achievement, Affiliation, & Power David McClelland, a well-known psychologist, investigated the needs for affiliation and power and as a consequence proposed the acquired needs theory, which states that three needs—achievement, affiliation, and power—are major motives determining people’s behavior in the workplace.20 McClelland believes that we are not born with our needs; rather we learn them from the culture—from our life experiences. kin20555_ch12_374-409.indd Page 381 10/10/14 9:17 PM user-f467 /202/MH02260/kin20555_disk1of1/0077720555/kin20555_pagefiles Motivating Employees The Three Needs Managers are encouraged to recognize three needs in themselves and others and to attempt to create work environments that are responsive to them. The three needs, one of which tends to be dominant in each of us, are as follows. (See Figure 12.4, r ... Purchase answer to see full attachment