MGT chapter 13

The firm's strategy and performance in ways that pursue strategic objectives.

These behaviors help the organization function smoothly and make managers’ lives easier.

Culture, benefits, the nature of work, and possibly other factors.

Instrumentality is the perceived likelihood that performance will be followed by a particular outcome.

Potential outcomes include competitive victory, a free trip to Hawaii, feelings of achievement, recognition from the boss, status throughout the company, and resentment from other salespeople.

Lack of recognition, poor management, and unmet needs.

The law of effect states that behavior followed by positive consequences is likely to be repeated.

1. Physiological (food, water, sex, and shelter). 2. Safety or security (protection against threat and deprivation). 3. Social or belongingness (friendship, affection, and love). 4. Esteem or ego (independence, achievement, freedom, status, and recognition). 5. Self-actualization (realizing one’s full potential, becoming everything one is capable of being).

Top performers are likely to be more motivated because they have higher expectancies, believing their efforts can help them win the competition.

Assessment should be based on performance improvement, comparison with others, and the progress made, rather than punishing employees for not meeting stretch goals.

Managers need to motivate employees to (1) join the organization, (2) remain in the organization, (3) attend to work activities, (4) perform effectively, and (5) exhibit good citizenship.

Managers should appreciate employees for honestly delivering bad news and treat failures as learning opportunities rather than punishments.

Good performance should be followed by personal recognition, praise, and favorable outcomes to reinforce motivation.

Individual performance goals can create competition and reduce cooperation, thereby hurting the group.

Performance goals should be established for the team.

Expectancy is people's perceived likelihood that their efforts will enable them to attain their performance goals.

Setting work-related goals is a common and effective approach to motivating employees, as it energizes them and directs their thoughts and behaviors toward achieving specific outcomes.

Goals can be set for performance quality and quantity, as well as behavioral goals such as cooperation or teamwork.

An inspiring distant vision, a mid-distant goal, and near-term objectives.

Expectancy, instrumentalities, and total valence of all outcomes must all be high.

Valence is the value the person places on the outcome, which can be positive or negative.

If individuals do not want the outcomes or believe negative outcomes outweigh the positive, motivation can be low.

Managers should consider all potential causes of poor performance, pay full attention when employees ask for feedback, and provide constructive feedback.

Stretch goals are ambitious objectives set to challenge employees and encourage higher performance levels.

Setting clear and achievable goals.

A pyramid, where lower needs must be satisfied before higher needs.

Motivating employees is one of a manager’s most important, and most complex, responsibilities.

He attributes it to its employees and its culture.

Salesforce offers perks like paying employees to volunteer and matching their contributions to charities, along with wellness programs.

Maslow’s hierarchy, Alderfer’s ERG theory, and McClelland’s needs.

Managers often fail to apply, and even mismanage, the most basic motivation principles, leading to inconsistent performance.

Creating such an environment helps to ensure that employees commit to the organization and remain loyal, countering the notion that loyalty is dead.

A culture of trust with challenging work.

Motivation to repeat the behavior that led to the punishment will drop.

Herzberg's Two-Factor Theory emphasizes the distinction between hygiene factors that prevent dissatisfaction and motivators that enhance job satisfaction.

These job design strategies can enhance employee engagement and satisfaction by providing variety and opportunities for skill development.

It may encourage employees to use up all their allowable absences before returning to work.

Managers should understand that employees are motivated by the belief that their efforts will lead to desired performance and outcomes.

High expectancies create higher motivation than low expectancies; individuals with high expectancy are more likely to put in effort towards their goals.

Google emphasizes 'psychological safety,' allowing employees to ask questions, share ideas, and take risks without fear of failure.

The extent to which and the ways in which a person’s strongest needs are met or not met at work affect his or her behavior on the job.

Motivation refers to forces that energize, direct, and sustain a person’s efforts, influencing all observable behavior except involuntary reflexes.

Managers who properly apply goal-setting, reinforcement, and expectancy theories create essential motivating elements in the work environment.

Yes, goal setting works for any job where individuals have control over their performance.

Managers should focus on motivating employees to work hard towards achieving performance goals, ensuring they have adequate ability, understanding of the job, and access to necessary resources.

Feedback can be provided through statistics on work influenced by the employee, direct customer feedback, or regular ongoing feedback from managers.

They can motivate short-term gains in stock prices but hurt the company in the long run.

By providing timely and appropriate recognition.

They influence how employees respond to motivation strategies.

Managers may manipulate the numbers or initiate whispering campaigns to persuade analysts to lower their estimates.

The sales manager gave the person with the worst sales performance a live goat for the weekend.

SMART stands for Specific, Measurable, Achievable, Results-based, and Time-specific.

Stretch goals are exceptionally demanding targets that may seem impossible but can lead to significant achievement. They can be vertical (aligned with current activities) or horizontal (focused on professional development).

Engaged and inspired employees.

Expectancy theory helps managers identify key leverage points for influencing motivation.

SAS emphasizes appreciating employee contributions, building trust, and empowering decision-making, which fosters a positive culture.

Positive and negative reinforcement.

It is important to reward the right things because failing to do so can lead to violations of this principle, which can negatively impact employee motivation.

One should think that it is important to know about their performance and behavior, as it helps identify needs and create new opportunities.

Beliefs about their abilities and the outcomes of their efforts.

Designing jobs that provide autonomy and challenge.

Some good employees may be motivated to quit the company.

Positive reinforcement involves applying a positive consequence that increases the likelihood of repeating the behavior that led to it.

To get them to work hard and perform at their best levels.

Innovative managers use rewards such as intellectual challenge, meaningful responsibilities, autonomy, recognition, and greater influence over decisions.

It can push a person to reach a higher level of achievement.

It serves as a powerful tool for self-management and helps in creating a clear direction.

Specific, Measurable, Achievable, Relevant, Time-bound.

The effort-to-performance link suggests that the amount of effort an employee puts in directly influences their performance outcomes.

Identifying the kinds of behaviors that need motivation.

Providing constructive feedback helps employees learn from their mistakes and improve their performance, fostering a growth mindset.

By not giving compliments, forgetting to say thanks, or setting impossible performance goals.

Lawyers keep detailed records of their time and are rewarded for billing a certain number of billable hours per year.

Managers must motivate the workforce.

James Goodnight, the founder and CEO.

Meaningful goals that appeal to people's higher values and purposes add extra motivating power, making employees feel their work is important.

Followers of transformational leaders view their work as more important and aligned with their personal goals, enhancing motivation compared to followers of transactional leaders.

Good citizenship means contributing above and beyond the call of duty by doing extra things that help the company.

Consequences should match what employees find desirable or undesirable.

It may unintentionally reinforce inefficiency and failure to think deeply about problems.

It might be better to urge them to do their best or to set a goal to learn rather than a goal to achieve a specific performance level.

It is no longer a powerful motivator.

Motivating performance goals should be acceptable to employees, not conflict with personal values, and be challenging yet attainable. They should also be specific regarding target and time frame.

The two key beliefs are expectancy, which links effort to performance, and instrumentality, which links performance to outcomes.

Examples include a boss thanking an employee, letters of commendation, favorable performance evaluations, and pay raises.

Negative reinforcement involves removing or withholding an undesirable consequence to encourage improved performance.

Employees can call for companywide meetings by shouting, 'Hey, Menlo!', prompting everyone to stop and listen.

Paired employees can ask each other questions while working, which increases quality and creativity.

Inappropriate punishment can create a climate of fear, causing employees to focus on short-term issues rather than long-term goals.

Because setting clear goals provides a structured approach to achieving desired outcomes.

At 10:30 every morning, employees must talk about their day when Sheridan passes the Viking helmet.

Goals can generate manipulative game-playing and unethical behavior.

Withdrawing or failing to provide a reinforcing consequence, leading to reduced motivation.

Physical and safety needs.

Higher wages, benefits, safety standards, and job security.

Steve Wozniak stated that motivation 'is worth more than knowledge' and that motivated individuals are likely to find ways to achieve their goals.

Kazoo's app empowers employees to recognize one another’s contributions and hard work, promoting real-time, meaningful recognition.

It makes them feel more connected and inspired to make a difference.

Provide a work environment that facilitates good performance and set realistically attainable performance goals.

Understanding what people want from work helps in recognizing their needs and improving motivation.

To have done it.

Individuals should not ignore feedback, actively seek it, and avoid negative emotions such as anger or defensiveness.

Assessing equity ensures that employees perceive fairness in their treatment and rewards, which is crucial for maintaining motivation.

Productivity goals may cause employees to neglect other important things such as learning, tackling new projects, or developing creative solutions.

They are more likely to act unethically than those who are trying to do their best without specific performance goals.

Establish creativity goals along with productivity goals for individuals or brainstorming teams.

Higher employee satisfaction typically leads to improved performance, as satisfied employees are more engaged and productive.

By comparing their inputs and outcomes to those of others.

Social, ego, and self-actualization needs.

Not to say well done.