EMPLOYEE MOTIVATION

 MOTIVATION: drive to action

 Ability & Skill: can do or not, Motivation: will do it properly?

KORMAN’S CONSISTENCY THEORY

 SELF ESTEEM = PERFROMANCE, HIGH = HIGH, LOW = LOW

o CHRONIC: overall
o SITUATIONAL (SELF -EFFICACY):
o SOCIALLY INFLUENCED: expectations of others
 IMPRORVE SELF ESTEEM
o SELF ESTEEM WORKSHOPS
o EXPERIENCE WITH SUCCESS
 Self-fulfilling prophecy – Galatea Effect
o SUPERVISOR BEHAVIOR
 Pygmalion & Golem

INTRINSICALLY VS. EXTRINSICALLY MOTIVATED

 WORK PREFERENCE INVENTORY

 INTRINSICALLY MOTIVATED: enjoyment, challenge
 EXTRINSICALLY MOTVATED: compensation, outward orientation

DAVID MCCLELLAND: LEARNED NEEDS THEORY/ THREE NEEDS / ACQUIRED NEEDS

 TAT
 JOB CHOICE EXERCISE
 NEED FOR POWER
o Influence others
 NEED FOR ACHIEVEMENT
o Control over jobs, challenging jobs
 NEED FOR AFFILIATION
o Work & help others

JOB EXPECTATIONS: discrepancies = affect motivation & satisfaction

 REALISTIC JOB PREVIEWS

o Reduces applicant pool
 ELP

JOB CHARACTERISTICS

 Autonomy & feedback = discrepancy = not motivated

MASLOW’S NEEDS HIERARCHY

 BIOLOGICAL NEEDS: Satisfied w/ any job that pays

 SAFETY NEEDS: Job security
 SOCIAL NEEDS: Others
 EGO NEEDS: recognition & success: furniture, parking, awards
 SELF-ACTUALIZATION NEEDS: reach potential, constant challenge, variety of tasks & problems
ERG THEORY: ALDERFER CLAYTON

 EXISTENCE (SAFETY, PHYSICAL), RELATEDNESS (SOCIAL), GROWTH (EGO, SELF ACTUA)

 REGRESSION-FRUSTRATION: skip levels
 SATISFACTION-PROGRESSION

TWO-FACTOR THEORY / DUAL STRUCTURE THEORY: HERZBERG

 HYGIENE / JOB CONTEXT = NO SATISFACTION / DISSATISFACTION

 MOTIVATORS / JOB CONTENT

GOAL SETTING THEORY: EDWIN LOCKE

 SMART
 EMPLOYEE PARTICIPATION
 FEEDBACK
 SELF-REGULATION THEORY

EXPECTANCY THEORY: VICTOR VROOM

 EXPECTANCY (E): amount of effort -> outcome

 INSTRUMENTALITY (I): outcome -> consequences (Rewards / punishment)
 VALENCE (V): value of consequences
 Punishment = reduce behaviour: know why, fits the crime, shown the proper way

EQUITY THEORY: JOHN ADAM

 INPUT
 OUTPUT
 INPUT/OUTPUT RATIO: restore ratio

THEORY X: DOUGLAS MCGREGOR

 EXTRINSICALLY MOTIVATED
 AUTHORITARIAN MANAGER
 SCIENTIFIC MANAGEMENT

THEORY Y: DOUGLAS MCGREGOR

 INTRINSICALLY MOTIVATED
 PARTICIPATIVE MANAGEMENT
 HUMAN APPROACH

THEORY Z: WILLIAM OUCHI: JAPANESE MANAGEMENT

 NOT PROMOTE IMMEDIATELY = STABLE = LOYALTY = HIGH MORALE & SATISFACTION

FULL ENGAGEMENT THEORY: JIM LOEHR & TONY SCHWARRTZ

 ENERGY CLASSIFIED & NOT TIME

 IMPORTANT & NOT IMPORTANT

JOB CHARACTERISTICS THEORY: HACKMAN & OLDHAM

 SKILL VARIETY
o Job rotation
o Job enlargement (horizontal loading)
 o Job enrichment (vertical loading)
o Job crafting
 TASK SIGNIFICANCE
 TASK IDENTITY: whole, start to end
 AUTONOMY
 FEEDBACK

INDIVIDUAL INCENTIVE PLANS

 PAY FOR PERFORMANCE / EAR / PAY ACCORDING TO PRODUCTION

o COMMISSION
o PIECEWORK
 MERIT PAY
 PAY ACCORDING TO TIME SPENT
o PAID SALARY
o SENIORITY BASED PAY

GROUP-BASED INCENTIVE PLANS

 PROFIT SHARING
 GAINSHARING
o Baseline
 STOCK OPTIONS