Beruflich Dokumente
Kultur Dokumente
Motivation
the individual internal process that energizes, directs, and sustains behavior; the personal force that causes you or me to behave in a particular way. Key elements: intensity, direction, persistence
Model of Motivation
Morale
an employees feelings about his or her job and superiors and about the firm itself.
Frederick W. Taylor
Soldiering: productivity levels Jobs broken down into tasks Management should determine
Best way to perform tasks (i.e. break, time) Job output to expect
Frederick W. Taylor
Now one of the very first requirements for a man who is fit to handle pig iron as a regular occupation is that he shall be so stupid and so phlegmatic that he more nearly resembles in his mental make-up the ox than any other type. The man who is mentally alert and intelligent is for this very reason entirely unsuited to what would, for him, be the grinding monotony of work of this character. Therefore the workman who is best suited to handling pig iron is unable to understand the real science of doing this class of work.
Piece-Rate System
F.W. Taylor
People work only to earn money
Piece-rate = people paid a certain amount for each unit of output they produce
Douglas McGregor
Theory X
Assumes employees dislike work and will function only in a highly controlled work environment
Theory Y
Assumes employees accept responsibility and work toward organizational goals if they achieve personal rewards
Theory X
1. People dislike work and try to avoid it. 2. Managers must coerce, control, and threaten employees to achieve organizational goals.
3. People must be led because they have little ambition and will not seek responsibility; they are concerned mainly with security.
Theory Y
1. Work is important in peoples lives. 2. People will work toward goals to which they are committed. 3. People commit to goals when accomplishing them will bring personal rewards. 4. People seek out responsibility. 5. Employees have potential to accomplish goals. 6. Organizations do not make full use of human resources.
Reinforcement Theory
BF Skinner based on premise that behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur the external environment of the organization must be designed effectively and positively so as to motivate the employee
Reinforcement
Action follows from particular behavior
Positive: strengthen desired behavior by providing a reward Negative: strengthen desired behavior by eliminating undesirable situation Punishment: create undesired consequence of undesirable behavior Extinction: eliminate undesirable behavior by not responding
Equity: people are motivated to obtain/preserve equitable treatment for themselves Inputs Outcomes
Expectancy: motivation depends on how much we want something and how likely to get it Goal-Setting: employees motivated to achieve goals they and managers set
Expectancy of Effort leading to Performance (ie E P) Expectancy that Performance leading to Outcome (ie P O)
Instrumentality- Perception that a person will receive a reward if the performance expectation is met
Expectancy Theory
Effort Performance Outcome
Individual Needs
Expectancy
Expectancy
Expectancy
Job Enrichment
Provides employee with more variety and responsibility in job (job rotation, combine jobs, etc) Job enlargement: expanding a workers assignments to include additional but similar tasks Job design: restructuring work to cultivate worker-job match
Equity Theory
Work-Scheduling Options
Compressed Workweek Fitting 40 hours into a shorter workweek Employees decide what their work hours will be Employees work from home via a linked computer Allows two individuals to split the tasks and hours of a workweek
Flextime
Telecommuting
Job Sharing
Recognition
Formal awards Informal interaction Monetary awards or time off Congratulatory e-mails, notes, or pat on the back
Economic Incentives
Piece-Rate Plans Profit Sharing
Gain Sharing
Stock Options Bonuses