MGT 3080 Lecture Notes - Lecture 7: Absenteeism, Motivation, Organizational Culture

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7 May 2018
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Department
Course
Professor
Motivating Others-MSD
Theory X Assumptions
Employees dislike work
Employees attempt to avoid work
Employees must be coerced, controlled, or threatened with punishment to
achieve goals.
Managers need to monitor and control employees
Theory Y Assumptions
Employees like to work
Employees are creative, and seek responsibility and achievement
Employees will exercise self-direction and self-control if they are committed to
the goals and purpose of the organization.
Managers provide vision and support
4 MANAGEMENT STRATEGIES
1. Indulging: focuses on satisfaction rather than performance.
2. Imposing: focuses on performance rather than satisfaction.
3. Ignoring: focuses on neither performance nor satisfaction.
4. Integrating: focuses equally on performance and satisfaction.
TRADITIONAL VIEW
Satisfactio → Motivatio → Perforace
NEW VIEW
Motivatio → Perforace → Outcoes → Satisfactio
MOTIVATION-> PERFORMANCE
Motivation begins with establishing moderately difficult goals that are understood and
accepted.
Goals are likely to be understood and accepted if employees participate in the goal-
setting process.
After setting goals, managers should remove obstacles to performance.
Ensure that employees have the ability to perform through selecting employees who
possess appropriate aptitude, through skills training, through acquiring the needed
resources
CLEAR PERFORMANCE EXPECTATIONS
Expectations are clarified through the process of goal-setting with employees
Goals enhance performance through:
Mobilizing effort
Directing attention
Encouraging persistence
Developing plans and strategies
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EFFECTIVE GOALS
Specific goals which are measurable and set with a time frame for
accomplishment.
Consistent and coherent in that they support one another.
Challenging so that it is a significant achievement.
Provide feedback to monitor progress, clarify and adjust plans.
PERFORMANCE->OUTCOMES
Encourage goal achievement by tying performance to extrinsic and intrinsic outcomes
Using rewards (pay, promotion) and discipline to encourage exceptional behaviors and
diminish unacceptable behavior
The best award and recognition programs have the following characteristics:
Give awards publicly
Use awards infrequently
Embed them in a credible reward process
Acknowledge past recipients in awards presentations
Match award with organizational culture
REWARDING AND DISCIPLINING
Ignoring: following behavior with no response usually leads to extinction.
Rewarding: linking desired behaviors with employee-valued outcomes.
Disciplining: responding negatively to behavior to discourage future occurrences.
SHAPING BEHAVIOR
Reprimand: Respond immediately to inappropriate behaviour by identifying such
behaviour, explaining its consequences, and exploring causes.
Redirect: Clarify expected behaviours, gain commitment to compliance, and identify its
benefits.
Reinforce: Identify valued outcomes and rewards, link these rewards to continuous
improvements in performance, and provide these rewards in a timely fashion to
improving performance.
TYPES OF MOTIVATION
Extrinsic Motivation: stems from the work environment external to the task. It is usually
applied by others (e.g., Pay, fringe benefits, company policies, and various forms of
supervision).
Intrinsic Motivation: stems from the direct relationship between the employee and the
task and is internal (e.g., Feelings of achievement, competence, satisfaction and interest
in the job itself). Intensity and persistence of the efforts usually higher for intrinsic
motivation.
JOB DESIGN AS A MOTIVATOR
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Document Summary

Employees must be coerced, controlled, or threatened with punishment to achieve goals. Managers need to monitor and control employees. Employees are creative, and seek responsibility and achievement. Employees will exercise self-direction and self-control if they are committed to the goals and purpose of the organization. 4 management strategies: indulging: focuses on satisfaction rather than performance, imposing: focuses on performance rather than satisfaction, ignoring: focuses on neither performance nor satisfaction, integrating: focuses equally on performance and satisfaction. Motivation begins with establishing moderately difficult goals that are understood and accepted. Goals are likely to be understood and accepted if employees participate in the goal- setting process. After setting goals, managers should remove obstacles to performance. Ensure that employees have the ability to perform through selecting employees who possess appropriate aptitude, through skills training, through acquiring the needed resources. Expectations are clarified through the process of goal-setting with employees. Specific goals which are measurable and set with a time frame for accomplishment.

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