Chapter 13 - Motivating for performance. After completing this chapter, students will be able to: Identify the kinds of behaviors managers need to motivate in people, list principles for setting goals that motivate employees, summarize how to reward good performance effectively, describe the key beliefs that affect peoples’ motivation,. | Motivating for Performance Chapter Thirteen McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO 1 Identify the kinds of behaviors managers need to motivate in people. LO 2 List principles for setting goals that motivate employees. LO 3 Summarize how to reward good performance effectively. LO 4 Describe the key beliefs that affect peoples’ motivation. 13- Learning Objectives (cont.) LO 5 Discuss ways in which people’s individual needs affect their behavior. LO 6 Define ways to create jobs that motivate. LO 7 Summarize how people assess fairness and how to achieve it. LO 8 Identify causes and consequences of a satisfied workforce. 13- 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. 13- The Consequences of Behavior 13- Figure Performance -Related Beliefs Expectancy theory A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome. 13- The 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. 13- Basic Concepts of Expectancy Theory 13- Figure Maslow’s Need Hierarchy Maslow’s need hierarchy A conception of human needs organizing needs into a hierarchy of five major types. 13- Alderfer’s ERG Theory Alderfer’s ERG theory A human needs theory postulating that people have three basic sets of needs that can operate simultaneously. 13- 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 13- Job Rotation, Enlargement, and Enrichment Job enrichment Changing a task to make it inherently more rewarding, motivating, and satisfying. 13- The Hackman and Oldham Model of Job Design 13- Figure The Hackman and Oldham Model of Job Design Growth need strength The degree to which individuals want personal and psychological development. 13- Achieving Fairness Equity theory A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs. 13- | Motivating for Performance Chapter Thirteen McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO 1 Identify the kinds of behaviors managers need to motivate in people. LO 2 List principles for setting goals that motivate employees. LO 3 Summarize how to reward good performance effectively. LO 4 Describe the key beliefs that affect peoples’ motivation. 13- Learning Objectives (cont.) LO 5 Discuss ways in which people’s individual needs affect their behavior. LO 6 Define ways to create jobs that motivate. LO 7 Summarize how people assess fairness and how to achieve it. LO 8 Identify causes and consequences of a satisfied workforce. 13- 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. 13- The Consequences of Behavior 13- Figure Performance -Related Beliefs Expectancy theory A .
