MGMT 3080 Prof Puranik Week 5 Notes
MGMT 3080 Prof Puranik Week 5 Notes MGMT3080
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This 2 page Class Notes was uploaded by Brady Zuver on Monday September 26, 2016. The Class Notes belongs to MGMT3080 at University of Cincinnati taught by Harshad Girish Puranik in Fall 2016. Since its upload, it has received 3 views. For similar materials see Management in Business at University of Cincinnati.
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Date Created: 09/26/16
MGMT 3080 Prof Puranik Week 5 Notes Chapter 6 Motivation 1) Motivation: Set of energetic forces that originates both within and outside an employee, initiates work related effort and determines direction, intensity and persistence (From book) a) As a manger you want your employees to put in more effort and be highly persistent about work i) You want workers to be highly motivated ii) Effective job performance requires both Ability and Motivation b) Extrinsic Motivation: Motivation that is not dependent on the task itself, but more with the contingencies associated with the performance of the task i) Contingencies such as rewards, bonuses, promotion etc. c) Intrinsic Motivation: Motivation that is derived from the performance of the task itself, fostered when the task serves as its own reward i) Tasks that are interesting, enjoyable, allowing expression (employees want to do the task) 2) Expectancy Theory a) Tries to answer the question: What makes you put in the effort during a project instead of taking a break or getting online i) Expectancy: Belief that high effort will result in successful performance of the task (1) Realistic, reachable goals are important so workers know that putting in the effort will help accomplish the goal ii) Instrumentality: Belief that successful performance of task will result in some outcomes (1) Can boost by ensuring high amount of trust, and give what is promised iii) Valence: Anticipated value of outcomes associated with task performance (1) High valence means outcomes are highly coveted, achieve this by getting to know employee aspirations, likings and personality to give rewards associated to them (2) Vital outcomes are associated with positive valance, if you feel the task will lead to a coveted outcome, you will be more likely to exert the extra effort b) For managers: i) Ensure employees believe goals are realistic and achievable with efforts likely to be exerted (High Expectancy) ii) Ensure employees know that if they perform at the required level, they will get the rewards promised to them (High Instrumentality) iii) Be aware of aspirations and personality of employees to see what outcomes will be attractive to employees (High/Positive Valence) iv) BIGGEST MISTAKE: motivating employees by what motivates yourself, without understanding your employees 3) Goal Setting Theory a) Goals are viewed as primary drivers for the intensity and persistency of efforts b) Specific and difficult goals will lead to higher levels of performance i) Gives employees something to shoot for, a measuring stick that allows them to see how hard and how long they have to work 4) Smart Goals and Goal Commitment a) SMART Goals: Specific, Measurable, Achievable, Realistic, Time Specific b) Goals need to be committed to be met, not hoped to be met c) Managers and employees set goals together to ensure SMART Goals are made 5) Equity Theory a) Acknowledges motivation doesn’t only depend on your own beliefs and circumstances, but also what happens to others i) Efforts put in by that employee= Input of that employee ii) Rewards earned as a result of his/her efforts = Output for that employee (1) Will compare output-input ratio with output-input ratio of a comparison other (2) Ratio is more important than the total outcome iii) If there is a balance of input-output ratios, then employee will feel a sense of equity and will maintain current intensity and persistence iv) Imbalance of output-input can cause equity/inequity distress: Internal tension that can only be alleviated by restoring balance to ratios (1) Changing input or output or both (2) Cognitive bias of comparison ratios (3) Changing the “comparison other” b) Who do employees compare themselves to? i) Generally, compare to workers who are similar to them ii) Themselves at some point in the past (previous jobs input-output ratio) 6) Psychological Empowerment a) Look at VISAF in previous chapters 7) Motivation and Important Outcomes a) Motivation has a strong correlation with Job Performance b) Self-efficacy is the strongest motivator, difficult goals is the second c) Motivated employees are likely to perform more “extra-mile” actions resulting in higher OCBs and lower counter-productive behaviors d) Withdrawal behaviors are results of low motivation, Motivation is moderately related to commitment 8) Motivation and Compensation
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