Đang chuẩn bị liên kết để tải về tài liệu:
Lecture Management: Leading and collaborating in a competitive world - Chapter 13: Motivating for performance

After completing this unit, you should 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 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 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. 13-2 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 13-3 Motivating for Performance Motivation Forces that energize, direct, and sustain a person’s efforts. Managers must motivate people to: join the organization, remain in the organization come to work regularly 13-4 Reinforcing Performance Law of effect A law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated. Reinforcers Positive consequences that motivate behavior. 13-5 Reinforcing Performance Positive reinforcement Applying consequences that increase the likelihood that a person will repeat the behavior that led to it. Negative reinforcement Removing or withholding an undesirable consequence. 13-6 The Consequences of Behavior 13-7 Figure 13.1 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. 13-8 Basic Concepts of Expectancy Theory 13-9 Figure 13.2 Maslow’s Need Hierarchy Maslow’s need hierarchy A conception of human needs organizing needs into a hierarchy of five major types. 13-10 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. 13-11 Job Rotation, Enlargement, and Enrichment Job enrichment Changing a task to make it inherently more rewarding, motivating, and satisfying. 13-12 Herzberg’s Two-Factor Theory Hygiene factors Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied Motivators Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement 13-13 The Hackman and Oldham Model of Job Design 13-14 Figure 13.4 Achieving Fairness Equity theory A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs. 13-15