MGT 291 Study Guide - Final Guide: Job Enrichment, Job Rotation, Job Design
29 Aug 2018
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MGT 291 Final Study Guide
Chapter 7: Motivating Behavior
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Understand what is motivation and ways in which work can be motivating
● motivation: The intensity of a person's desire to begin or continue engaging in the pursuit of a goal
○ Anything that arouses, maintains, or channels a person’s efforts toward a goal to fulfill
unmet wants or needs affects motivation
● Individual characteristics
○ People are diverse in the personality, values, needs, abilities, cultures, and interests they
bring to their jobs.
○ These individual characteristics motivate us to work harder at some things than at others.
● Job characteristics: Attributes that describe the nature of the work
● Work environment: The constellation of an organization’s rules, management practices, policies,
and reward systems
Early Motivation Theories
● Theory X & Y
○ Theory X: Belief that most people dislike work and will try to avoid it whenever possible
○ Theory Y: Belief that people can enjoy responsibility and work, and are able to make good
decisions and exercise self-direction
● Maslow’s Hierarchy of Needs: Maslow proposed that once one need in the hierarchy is satisfied, it
ceases to motivate behavior and the need at the next level up the hierarchy becomes our motivation.
○ Basic physiological needs (food, water, and comfort)
○ Safety and security needs
○ Social needs (friendship and belonging)
○ Self-esteem needs
○ Self-actualization
● Herzber’s Two-Factor Theory: The two-factor theory draws upon the idea that motivation can be
broken down into two distinct needs: the need to avoid unpleasantness and discomfort (hygiene
factors) and the need for personal development (motivators).
○ Hygiene factors: Factors such as pay, status, and working conditions that produce an
acceptable work environment and whose absence leads to dissatisfaction
○ Motivators: Factors intrinsic to the job that can drive an employee to pursue excellence and
whose presence increases satisfaction
● McClelland’s Need Theory: Divides motivation into three needs that influence both employee and
leader performance
○ Need for affiliation- Wanting to establish and maintain friendly and warm relations with
others.
○ Need for achievement- Wanting to do something better or more efficiently to solve problems,
or to master complex tasks.
○ Need for power- Wanting to control and influence others, or to be responsible for others.
External factors
● Empowerment: The degree to which an employee has the authority to make and implement at least
some decisions
● Job design
○ Managers who have a clear appreciation for different types of employee needs can design
jobs to provide different opportunities to fulfill those needs.
○ Job characteristics model: Objective characteristics of the job itself, including skill variety,
task identity, task significance, autonomy, and task feedback, lead to job satisfaction for
people with a high-growth need strength
● Job enrichment: An approach to job design that increases a jobs complexity to give workers greater
responsibility and opportunities to feel a sense of achievement
● Job enlargement: Adding more tasks at the same level of responsibility and skill related to an
employee's current position
● Job rotation: Workers are moved through a variety of jobs to increase their interest and motivation
● Goal Setting and Feedback
○ For goal setting to work, people must be committed to the goal and have feedback about their
progress toward their goal.
○ Feeling that goals are important helps to increase goal commitment
The Role Organization Fairness plays in motivation
● How fairly we feel we are being treated influences our trust and motivation
● Managers can improve fairness perceptions in two ways:
1. Change the fairness of the situation
2. Change how employees perceive the fairness of the situation
● To change the fairness of the situation, managers can improve perceptions of the fairness of the
outcomes employees receive by appropriately rewarding employees’ contributions.
● Managers can change how employees perceive fairness by focusing on explaining the procedures
and decision-making processes to employees so they are clear and transparent.
CHAPTER 10: POWER, INFLUENCE AND POLITICS
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Understand the difference between Position Power and Personal Power
● Position Power
○ Position power: Based on one's position in the organization influence tactics
○ Legitimate power: A position power based on a person’s holding of the managerial position
rather than anything the manager is or does as a person
■ Ex: “Manager’s” title
○ Reward power: A position power that involves the use of rewards to influence and motivate
followers
■ Ex: Teachers give grades
○ Coercive power: A position power based on fear or a desire to avoid punishment
■ Ex: Police officers gives tickets
● Personal Power
○ Personal power: Based on the person's individual characteristics; stays with a person
regardless of his or her job or organization
○ Expert power: A personal power based on an individual's knowledge or expertise
■ Ex: Doctors
○ Informational power: Power derived from control over information
■ Ex: IT support
○ Referent power: A personal power based on a manager's charisma or attractiveness to others
■ Ex: Chris from Parks & Rec
○ Persuasive power: Power due to the ability to use logic and facts to persuade
Understand which types of Power are most effective
● Referent and expert power are always appropriate because these powers rely on the employee’s
internal motivation and voluntary compliance.
○ These types of powers are not always effective when motivating employee behavior
● Legitimate, reward, and coercive power rely on external motivation and obligatory obedience.
○ Coercive power is rarely appropriate and should be reserved for only the most extreme
situations.
● Effective leaders tend to rely on expert and referent power more than legitimate, reward, or coercive
power.
Understand what individuals can do to increase their power in an organization
● Developing your technical expertise and high performance can increase your power in an
organization.
● Becoming an expert in your company can make you a powerful and valuable employee.
● Ensuring that your work is relevant to important organizational problems and that you and your
work are visible to the people who control raises and promotions will also increase your power.
Understand the difference between Empowerment and Involvement
● Involvement gives subordinates influence in the decision being made
● Empowerment gives subordinates the ability and authority to make the decision themselves
Document Summary
Understand what is motivation and ways in which work can be motivating. Motivation: the intensity of a person"s desire to begin or continue engaging in the pursuit of a goal. Anything that arouses, maintains, or channels a person"s efforts toward a goal to fulfill unmet wants or needs affects motivation. People are diverse in the personality, values, needs, abilities, cultures, and interests they bring to their jobs. These individual characteristics motivate us to work harder at some things than at others. Job characteristics: attributes that describe the nature of the work. Work environment: the constellation of an organization"s rules, management practices, policies, and reward systems. Theory x: belief that most people dislike work and will try to avoid it whenever possible. Theory y: belief that people can enjoy responsibility and work, and are able to make good decisions and exercise self-direction.
