Tiêu đề 10 IO Psy - Employee Motivation.pdf ✅

10 – Employee Motivation IOPSY | 2024 - 2025 | NOT FOR SALE OUTLINE 1. Is an Employee Predisposed to Being Motivated? 2. Are Employees Effectively Involved in Self-Regulating Behavior? 3. Have the Employee’s Values and Expectations Been Met? 4. Do Employees Have Achievable Goals? 5. Are Employees Receiving Feedback on Their Goal Progress? 6. Are Employees Rewarded for Achieving Goals? 7. Are Rewards and Resources Given Equitably? 8. Are Other Employees Motivated? IS AN EMPLOYEE PREDISPOSED TO BEING MOTIVATED? PERSONALITY ● Dimensions include openness to experience, conscientiousness, extraversion, agreeableness, and stability ● Conscientiousness is the best personality predictor of work performance, organizational citizenship behavior, and academic performance ○ Organizational Citizenship Behaviors: behaviors that are not part of an employee’s job but make the organization a better place to work ● Stability is most associated with salary and setting high goals ● Extraversion is most highly correlated with the number of promotions received SELF-ESTEEM Self-Esteem – extent to which a person views him or herself as a valuable and worthy individual ● Employees high in self-esteem are more motivated and will perform better than employees low in self-esteem ● Consistency Theory: there is a positive correlation between self-esteem and performance ○ States that employees with high self-esteem actually desire to perform at high levels ○ Employees try to perform at levels consistent with their self-esteem level ● Chronic Self-Esteem: person’s overall feeling about himself ● Situational Self-Esteem: person’s feeling about himself in a particular situation; also called self-efficacy ● Socially Influenced Self-Esteem: how a person feels about himself on the basis of the expectations of others ● Employees can attend workshops in which they are given insights into their strengths to increase self-esteem ● Experience with Success: employee is given a task so easy that he will almost certainly succeed ○ Self-Fulfilling Prophecy: states that an individual will perform as well or as poorly as he expects to perform ○ Galatea Effect: the relationship between self-expectations and performance ● Supervisor Behavior: train supervisors to communicate a feeling of confidence in an employee ○ Pygmalion Effect: if an employee feels that the manager has confidence in him, his self-esteem will increase ○ Golem Effect: occurs when negative expectations of an individual cause a decrease in that individual’s actual performance INTRINSIC MOTIVATION Motivation – internal force that drives a worker to action and the external factors that encourage that action ● Intrinsic Motivation: they will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task ● Extrinsic Motivation: they don’t particularly enjoy the tasks but are motivated to perform well to receive some type of reward or to avoid negative consequences ● Work Preference Inventory: measures the intrinsic and extrinsic motivation 1 | @studywithky

DO EMPLOYEES HAVE ACHIEVABLE GOALS? GOAL SETTING Goal Setting – method of increasing performance in which employees are given specific performance goals to aim for ● Specific ● Measurable ● Difficult but Attainable ● Relevant ● Time-Bound ● Employee participation in goal setting increases the commitment to reach the goal ARE EMPLOYEES RECEIVING FEEDBACK ON THEIR GOAL PROGRESS? FEEDBACK Self-Regulation Theory – employee monitor their own progress toward attaining goals and then make the necessary adjustments; that is to self-regulate ● To increase the effectiveness of goal setting, feedback should be given to employees on their progress in reaching their goals ● Positive feedbacks increases performance rather ● than negative and controlling ● Constructive when it is given positively with the goal of encouraging and reinforcing positive behavior ARE EMPLOYEES REWARDED FOR ACHIEVING GOALS? INCENTIVES Operant Conditioning – employees will engage in behaviors for which they are rewarded and avoid behaviors for which they are punished ● An essential strategy for motivating employees is to provide an incentive for employees to accomplish the goals set by an organization ● Factors that must be considered in determining the effectiveness of incentive programs: ○ Timing of Incentive: reinforcer or punisher is most effective if it occurs soon after the performance of the behavior ○ Contingency of the Consequences: if it is not possible to immediately reward or punish a behavior, it should at least be clear that the employee understands the behaviors that brought reward or punishment ■ Reward and punishment must be made contingent upon performance, and this contingency of consequence must be clear to employees if we want them to be motivated ○ Type of Incentives Used: supervisors should have access to and be trained to administer different types of reinforcers ■ Premack Principle: reinforcement is relative and a supervisor can reinforce an employee with something that on the surface does not appear to be a reinforcer ■ Financial Rewards: can be used to motivate better worker performance either by making variable pay an integral part of an employee’s compensation package or by using financial rewards as a bonus for accomplishing certain goals ■ Recognition: reward through recognition program ■ Social Recognition: consists or personal attention, signs of approval, and expressions of appreciations; informal recognitions ■ Travel: offer travel rewards rather than financial rewards ● Individual-Based vs Group-Based Incentive ○ Individual Incentive Plans: designed to make high levels of individual performance financially worthwhile and the research is clear monetary incentive increase performance over the use of a guaranteed hourly salary ■ Help reduce problems such as social loafing ■ Pay For Performance: also called as earnings-at-risk (EAR) plans, pay employees according to how much they individually produced ● Determine the average or standard among of production ● Determine the desired average amount of pay ■ Merit Pay: base their incentives on performance appraisal scores rather than on such objective performance measures as sales and productivity ● Potentially good in for jobs which productivity is difficult to measure ● Increases are based on subjective performance appraisals ● Availability or amount often changes with each fiscal year ○ Group Incentive Plans: get employees participate in the success or failure of the organization ■ Can encourage social loafing and can get so complicated that they become difficult to explain to employees 3 | @studywithky
■ Profit Sharing: provide employee with percentage of profits above a certain amount ■ Gainsharing: ties group wide financial incentives to improvements in organizational performance ■ Stock Options: employees are given the opportunity to purchase stock in the future ● Use of Positive Incentives vs Negative Incentives: instead of rewarding employees, punish those who did wrong ○ For punishment to be effective, the employee must understand why he is being punished and be shown alternative ways of behaving that will result in some type of desired reinforcement ● Fairness of the Reward System ● Expectancy Theory ○ Expectancy: the perceived relationship between the amount of effort an employee puts in and the resulting outcome ○ Instrumentality: the extent to which the outcome of a worker’s performance, if noticed, results in a particular consequence ○ Valence: the extent to which an employee value a particular consequence ARE THE REWARDS AND RESOURCES GIVEN EQUITABLY? EQUITY AND JUSTICE Equity Theory – based on the premise that our levels of motivation and job satisfaction are related to how fairly we believe we are treated in comparison with others ● Inputs: those elements that we put into our jobs ● Outputs: elements we receive from our jobs ● Employees subconsciously list all their outputs and inputs and then compute an input/output ratio by dividing the output value by input value ● When an employee’s ratio is lower than those of others, he will become dissatisfied and be motivated to make the ratios equal in one or more ways ● Our motivation decreases when our input/output ratios are lower than others ● Employees motivation increased when coworkers received appropriate sanctions for their behavior Organizational Justice – If employees are treated fairly, they will be more satisfied and motivated ● Focused on fairness of many aspects such as the process of decision making, outcome of decisions, and how it is communicated to employees ● Employees observe the levels of motivation and satisfaction of other employees and then model those levels REFERENCES Aamodt, M. (2016). Industrial/organizational psychology: An applied approach (8th ed.). Cengage Learning. 4 | @studywithky