MGMT WEEK 8

• Based on things managers can offer to others
• Reward
• Coercion
• Legitimacy

• based on the ways mangers are viewed by others
• Expert
• Referent

• 1. Expertise
• 2. Likeable personality
• 3. Effort and hard work
• 4. Behaviour that supports values

• 1. Centrality
• 2. Support
• 3. Visibility

• 1. Desire to lead
• 2. Honesty and integrity
• 3. Self confidence
• 4. Emotional stability
• 5. Cognitive ability
• 6. Knowledge of the business
• 7. Drive

• Concern for people
• Concern for tasks

Ability x Motivation x Situation = Performance

• Hierarchy of needs
• ERG
• 2 Factor theory

• Expectancy theory
• Equity theory
• Goal setting theory

• Needs are physiological deficiencies a person feels the compulsion to satisfy - 'we want what we don't have'
• Motivation largely an automatic process

• Five basic needs sets:
• 1. Physiological needs
• 2. Security needs
• 3. Love or social needs
• 4. Esteem needs
• 5. Self- actualisation needs

• A satisfied need is not a motivator of behaviour
• People act to satisfy 'deprived' needs , thos for which a satisfaction deficit exists

• Employees always expected to want more
• Employees on different levels should be treated differently.

• Growth (esteem and self actualisation)
• Relatedness (social and esteem needs)
• Existence (physiological and security needs) 

Not hierarchical all needs to be influenced at the same time

• People can move between sets
• Frustration- regression principle= Already satisfied need can become reactivated if higher level needs cannot be satisfied

Different things motivate different people (maslow)

Employees may try to fulfil many needs at the same time

Growth needs are important for all- if these are not met employees may lost interest

Motivation depends on individual's expectations about their performance and what they receive (desired rewards)

Expectancy- Efforts are linked to performance

Instrumentality- Performance is related to rewards

Valance- Importance placed on the expected reward

Expectancy: Make person feel competent

Instrumentality: Make clear which rewards will follow accomplishments

Valance: Make person understand value of rewards

Based on social comparison

People are motivated so seek social equity in the rewards they expect for performance

• Change inputs
• Change rewards
• Change the way you think about inputs and rewards
• Change the comparison point
• Quit!

Two way communication to understand perceptions of inequity

Ensure employees know the rules of outcome allocation relative to inputs

Transparent and open communication

• Specific 
• challenging 
• Build acceptance and commitment
• Goal Priorities
• Feedback
• Reward accomplishment

• MBO Mangement by objectives
• Make sure goals are properly set
• Manage goals i.e give feedback

• Environment consequence are important
• Law of effect: if a behaviour is rewarded it is likely to happen again
• Organisational behaviour modification
• The application of conditioning techniques to influence human behaviour at work

• Tell employees what behaviours will be rewarded
• Rewards are perceived differently, managers should check if behaviour changes
• Have to be careful with negative reinforcement- harmful consequences long term- if used should be administered quickly and efficiently