EMBA 225 Week 1 The Individual: Attitudes, Values and Motivation.
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Transcript of EMBA 225 Week 1 The Individual: Attitudes, Values and Motivation.
EMBA 225 Week 1
The Individual: Attitudes, Values and Motivation
What are attitudes?What are attitudes?
Attitudes
Evaluative statements or judgments concerning objects, people, or events
Affective Component
The emotional or feeling segment of an attitude
Cognitive Component
The opinion or belief segment of an attitude
Behavioral Component
An intention to behave in a certain way toward someone or something
Types of AttitudesTypes of Attitudes
Job Involvement
Identifying with the job, actively participating in it, and considering performance important to self-worth
Organizational Commitment
Identifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment)
Job Satisfaction
A collection of positive and/or negative feelings that an individual holds toward his or her job
Types of Attitudes, cont’d Types of Attitudes, cont’d
Employee Engagement
An individual’s involvement with, satisfaction with, and enthusiasm for the organization
Perceived Organizational Support
Degree to which employees feel the organization cares about their well-being
Expressing DissatisfactionExpressing Dissatisfaction
Exit
Behavior directed toward leaving the organization
Voice
Active and constructive attempts to improve conditions
Neglect
Allowing conditions to worsen
Loyalty
Passively waiting for conditions to improve
Types of ValuesTypes of Values
Terminal Values
Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime
Instrumental Values
Preferable modes of behavior or means of achieving one’s terminal values
1. Intensity: How hard a person tries
2. Direction: Toward beneficial goal
3. Persistence: How long a person tries
1. Intensity: How hard a person tries
2. Direction: Toward beneficial goal
3. Persistence: How long a person tries
Motivation
The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal
What Is Motivation? What Is Motivation?
Performance = f(A x M x O)Performance = f(A x M x O)
Hierarchy of Needs Theory (Maslow)Hierarchy of Needs Theory (Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.
Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Lower-Order Needs
Needs that are satisfied externally; physiological and safety needs
Higher-Order Needs
Needs that are satisfied internally; social, esteem,
and self-actualization needs
Self
Esteem
Social
Safety
Physiological
Theory XManagers See Workers as…
Theory XManagers See Workers as…
Disliking WorkDisliking Work
Avoiding ResponsibilityAvoiding Responsibility
Having Little AmbitionHaving Little Ambition
Theory Y Managers See Workers as…
Theory Y Managers See Workers as…
Enjoying WorkEnjoying Work
Accepting ResponsibilityAccepting Responsibility
Self-DirectedSelf-Directed
ReinforcementReinforcement
Positive reinforcement– Providing a reward for a desired behavior
Negative reinforcement– Removing an unpleasant consequence when the
desired behavior occurs *Punishment
– Applying an undesirable condition to eliminate an undesirable behavior
*(NOTE: THIS IS NOT THE SAME AS NEGATIVE REINFORCEMENT)
Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory
Both Hygiene Factors & Motivators are Important
Separate Constructs– Hygiene Factors—Extrinsic
and Related to Dissatisfaction
– Motivation Factors—Intrinsic and Related to Satisfaction
Hygiene Factors
•Salary
•Work Conditions
•Perks (free dry cleaning, coffee, snacks, etc.)
Hygiene Factors
•Salary
•Work Conditions
•Perks (free dry cleaning, coffee, snacks, etc.)
Motivators
•Achievement
•Responsibility
•Growth
Motivators
•Achievement
•Responsibility
•Growth
What Is MBO?What Is MBO?
Key Elements
1. Goal specificity
2. Participative decision making
3. An explicit time period
4. Performance feedback
Key Elements
1. Goal specificity
2. Participative decision making
3. An explicit time period
4. Performance feedback
Management by Objectives (MBO)
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
Cascading of ObjectivesCascading of Objectives
Equity TheoryEquity Theory
Referent Comparisons:
•Self-inside
•Self-outside
•Other-inside
•Other-outside
Referent Comparisons:
•Self-inside
•Self-outside
•Other-inside
•Other-outside
Equity Theory
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities
Choices For Dealing With InequityChoices For Dealing With Inequity
1. Change inputs (slack off)
2. Change outcomes (increase output)
3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person
6. Leave the field (quit the job)
1. Change inputs (slack off)
2. Change outcomes (increase output)
3. Distort/change perceptions of self
4. Distort/change perceptions of others
5. Choose a different referent person
6. Leave the field (quit the job)
Distributive Justice
Perceived fairness of the outcome (the final distribution)
“Who got what?”
Procedural Justice
Perceived fairness of the process used to determine the outcome (the final distribution)
“How was who gets what decided?”
Interactional Justice
The degree to which one is treated with dignity and respect.
“Was I treated well?”
Equity and Justice Equity and Justice
Job Design and SchedulingJob Design and Scheduling
Job Rotation (e.g., “Cross-training”)
The periodic shifting of a worker from one task to another
Job Enlargement
The long-term horizontal expansion of jobs
Job Enrichment
The long-term vertical expansion of jobs
Alternative Work ArrangementsAlternative Work Arrangements
Flextime
Employees work during a common core time period each day but have discretion in forming their total workday from a flexible set of hours outside the core.
Job Sharing
The practice of having two or more people split a 40-hour-a-week job
Example of a Flextime ScheduleExample of a Flextime Schedule
Alternative Work Arrangements, cont. Alternative Work Arrangements, cont.
Categories of Telecommuting Jobs• Routine information-handling tasks
• Mobile activities
• Professional and other knowledge-related tasks
Categories of Telecommuting Jobs• Routine information-handling tasks
• Mobile activities
• Professional and other knowledge-related tasks
Telecommuting
Employees do their work at home on a computer that is linked to their office.
TelecommutingTelecommuting
Advantages
– Larger labor pool
– Higher productivity
– Less turnover
– Improved morale
– Reduced office-space costs
Disadvantages (Employer)
– Less direct supervision of employees
– Difficult to coordinate teamwork
– Difficult to evaluate non-quantitative performance
What Is Employee Involvement (EI)?What Is Employee Involvement (EI)?
Employee Involvement Program
A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success
Linking EI Programs and Motivation TheoriesLinking EI Programs and Motivation Theories
Employee Involvement Programs
Employee Involvement Programs
Theory Y(Believing
Employees Want to Be Involved)
Theory Y(Believing
Employees Want to Be Involved)
Two-Factor Theory
(Intrinsic Motivation)
Two-Factor Theory
(Intrinsic Motivation)
ERG TheoryERG Theory(Employee
Needs)
ERG TheoryERG Theory(Employee
Needs)
Rewarding Employees: Four Aspects Rewarding Employees: Four Aspects
•What to Pay (Internal vs. external equity)
•How to Pay (e.g., Piece rate, merit based, bonuses, profit sharing, gain sharing, ESOPs, skill-based pay)
•What Benefits to Offer (e.g., Flexible benefits)
•How to Recognize Employees
•What to Pay (Internal vs. external equity)
•How to Pay (e.g., Piece rate, merit based, bonuses, profit sharing, gain sharing, ESOPs, skill-based pay)
•What Benefits to Offer (e.g., Flexible benefits)
•How to Recognize Employees
Rewarding Employees: Variable Pay ProgramsRewarding Employees: Variable Pay Programs
Variable Pay Programs
A portion of an employee’s pay is based on some individual and/or organization measure of performance.
• Piece rate pay plans
• Profit sharing plans
• Gain sharing plans
Variable Pay Programs (cont’d)Variable Pay Programs (cont’d)
Profit Sharing PlansOrganization-wide programs that distribute compensation based on some established formula designed around a company’s profitability
Gain SharingAn incentive plan in which improvements in group productivity determine the total amount of money that is allocated.
Piece Rate Pay PlansWorkers are paid a fixed sum for each unit of production completed.
Rewarding Employees Rewarding Employees
Employee Stock Ownership Plans (ESOPs)
Company-established benefit plans in which employees acquire stock as part of their benefits.
Skill-based Pay PlansSkill-based Pay Plans
Pay levels are based on how many skills employees have or how many jobs they can do.
Linking Skill-based Plans and Motivation TheoriesLinking Skill-based Plans and Motivation Theories
Skill-based Pay Plans
Skill-based Pay Plans
Reinforcement Theory
Reinforcement Theory
Equity
Theory
Equity
Theory
ERG Theory (Growth)
ERG Theory (Growth)
McClelland’s Need for
Achievement
McClelland’s Need for
Achievement
Flexible BenefitsFlexible Benefits
Employees tailor their benefit program to meet their personal need by picking and choosing from a menu of benefit options.
Employee Recognition ProgramsEmployee Recognition Programs Intrinsic rewards: Stimulate Intrinsic Motivation
– Personal attention given to employee
– Approval and appreciation for a job well done
– Growing in popularity and usage
Benefits of Programs
– Fulfill employees’ desire for recognition
– ***Inexpensive to implement ***
– Encourages repetition of desired behaviors
Drawbacks of Programs
– Susceptible to manipulation by management
– You HAVE to be sincere and make it open to all