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Mgt 304 Week 6 Notes (Motivation)

by: Ryan Rodriguez-Mena

Mgt 304 Week 6 Notes (Motivation) Mgt 304

Marketplace > University of Miami > Business, management > Mgt 304 > Mgt 304 Week 6 Notes Motivation
Ryan Rodriguez-Mena

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About this Document

These notes cover Ch. 6 which includes motivation.
MGT 304
Professor Gregg
Class Notes
MGT 304, Week 6, Gregg, motivation
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This 3 page Class Notes was uploaded by Ryan Rodriguez-Mena on Wednesday February 17, 2016. The Class Notes belongs to Mgt 304 at University of Miami taught by Professor Gregg in Spring 2016. Since its upload, it has received 52 views. For similar materials see MGT 304 in Business, management at University of Miami.

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Date Created: 02/17/16
Week 6 02/17/2016 ▯ Definition of Motivation  Motivation – the process of arousing and sustaining goal-directed behavior ▯ Three Key Elements of Motivation  Motivation: “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” o Intensity - how hard a person tries. o Direction - what a person does (hope: it benefits the organization). o Persistence - how long a person can maintain his/her effort. ▯ The Motivational Theories  OLD SCHOOL NEEDS: o Maslow’s Hierarchy of Needs Theory o Hertzberg’s Two Factor (Motivator-Hygiene) Theory o McClelland’s Theory of Needs (Ach/Aff/Pow)  In a work place to be happy and motivation you need to have achievement, affiliation, and power ▯ Maslow’s Hierarchy of Needs ▯ ▯ Not applicable in a workplace  Physiological (who woke up and were scared they weren’t going to eat) and Safety ▯ Motivational Theories  MOTIVATIONAL PROCESSES:  1) Goal Setting Theory (SMART) – Specific, Measurable, Achievable, Realistic, Time-Bound o Goals tell an employee what needs to be done and how much effort is needed.  Specific goals increase performance.  Difficult goals, when accepted, result in higher performance than do easy goals.  Feedback leads to higher performance than does non-feedback.  2) Equity Theory  3) Organizational Justice Theory  4) Expectancy Theory ▯ Performance Management  Pay for performance incentive systems o Ex. Sales, Sports, Real estate  The problem with this is that it leads to ball hogging, to get their stats up so they can get paid more  The performance management meeting is an opportunity to regularly discuss an employee’s performance and results ▯ Sources of Performance Management Ratings  Self-ratings o Biased  Immediate supervisor  Human resources  Higher management  Peers (coworkers)  Subordinates  Customers ▯  If all this gets done you have 360–degree performance appraisal ▯ Problems with Performance Reviews  Perceptions of bias in the process  Fear of punishment  Time consumed by the process  Employees don’t like negative feedback  Employees may tune out the boss once the rating is known  “Reinventing Performance Management” – discuss HBR article. ▯ Any Problems with Pay for Performance?  Yes, people are going to perform different based on what makes them happy ▯ The Solution  Reward for the results AND the behaviors o This way, desired results are achieved, and the proper behaviors occur o Reduces potential unethical or harmful behavior ▯ Intrinsic and Extrinsic Motivation  Extrinsic motivation o What you get paid  Intrinsic motivation o What the job entails ▯ ▯ ▯


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