Performance =

• motivation
• ability
• environment

"Motivation is important because of its significance as a determinant of performance and because of its intangible character" 
page 441 text

If so, how do you do it?
 

Chpt 16

Taylor page 441

• incentive pay system

"assumed that economic gain was everyone's primary motivation"
• "He believed that management knew more about the jobs being performed than the workers"
• Taylor's perspective influenced by the heritage of the Industrial Revolution
• assumed people didn't like their jobs and that they only did it for the money

(which may have been true in the factors of Northern England in the late 1800's)

• assumed that employees want to feel useful
• employees have strong social needs
• social needs more important than money in motivating employees
• recommended that you allow employees to make suggestions and participate even if that results in no action

• different sets of factors associated with satisfaction and dissatisfaction
• satisfaction and dissatisfaction are not necessarily at opposite ends !!
• (page 447 - "Herzberg's theory is not held in high esteem by researchers in the field")
• Herzberg explained online  http://member.nifty.ne.jp/GCHE/HRM/Motivate/Chapter3.htm 

• Maslow's "hierarchy of needs"
• based on people wanting to satisfy the basic needs, and when those are satisfied, they will look to satisfy 

• collapses the need for hierarchy by Maslow into three levels
• Existence
• Relatedness
• Growth
• if a need remains unsatisfied, the individual becomes frustrated and regresses to a lower level

Read this web page to understand all the steps

• Physiological needs. Biological necessities such as food, water, and oxygen. These needs are the strongest because a person would die if they were not met.
• Safety needs. People feel unsafe during emergencies or times of disorder like rioting. Children more commonly have this need met when they feel afraid.
• Love and belonging needs. The need to escape loneliness  and alienation, to give and receive love, and a sense of belonging.
• Esteem needs. The need to feel valuable; to have self-respect and the respect of others. If a person does not fulfil these needs, they feel inferior, weak, helpless, and worthless.
• Self-actualization needs. Maslow taught that a very small group of people reach a level called self-actualization, where all of their needs are met. Maslow described self-actualization as a person's  finding their "calling." He said, "a musician must make music, an artist must paint, and a poet must write." 

• Need for Achievement
• Need for Affiliation
• Need for Power

text page  447

"... motivation depends on 
how much we want something
and how likely we think we are to get it"
 

"Expectancy Theory" is discussed in many business courses. Here is an online powerpoint that covers the main points The ppt was created by Dr. Harold Riemer at the University of Regina

 
 
 

"... people are motivated to seek social equity in the rewards they receive for performance

translation !

people want to get paid fairly for working for the same amount as others who have the same level of experience and skill.

"... behaviour that results in rewarding consequences is likely to be repeated".

• Positive Reinforcement
• Avoidance
• Punishment
• Extinction
• Fixed-Interval Schedule
• Variable-Interval Schedule
• Fixed-Ratio Schedule
• Variable-Ratio Schedule

"... bringing managers and workers together as partners"

• works with Japanese people
• difficult to do outside of a Japanese cultural environment
• emphasis on the relationship between workers and bosses "we're all in this together"

1. family is the firm
2. Nenko - lifetime employment
3. Nemawashi / Ringi-sho
4. Profit sharing

Reward System:
"the formal and informal mechanisms by which employee performance is defined, evaluated and rewarded"

Designing Effective Reward Systems text page  458
considerations

• must meet the needs for basics
• competitively comparable
• distribution within the organization must be fair (who gets what)
• variable - recognize different people have different needs

"

Empowerment is mentioned briefly in the text on the bottom of page 457 - but it deserves to have more discussion.
 

"In today's organisations, increasing attention is being given to employee empowerment. Empowerment is the process of giving people more scope or 'power' to exercise control over, and take responsibility for, their work. The responsibility for decision-making is pushed down the hierarchy so that those who do the task make the decisions about the task."

and

"Empowerment exists in an  organisation when lower level employees feel that they are expected to exercise initiative in good faith on  behalf of the mission even if it goes outside the bounds of their normal responsibilities; and if their initiative  should lead to a mistake - even a serious one - they trust that they will not be arbitrarily penalized for having  taken that initiative."

from  http://member.nifty.ne.jp/GCHE/HRM/Motivate/Chapter7.htm 

reward is based on people's job performance
- a subjective opinion

Incentive System text page  459

reward is based on what they actually do
- an objective opinion
- used in industry and manufacturing situations
 

The textbook for BUS 203 has an online companion website - at which you can find all kinds of interesting stuff.

Power Profile 
The concept of Power is introduced on pages 469-472. Take this test (which is linked to the site from the publisher of the BUS 203 text) which will evaluate the extent to which you seek power and status.
 

You are encouraged to try this online test to determine whether you are "power hungry" or just a regular shmoe

• in small sized organizations, people can be both Managers and Leaders
• in large sized organizations, there are usually different people who are Managers and Leaders

• Legitimate Power
• Reward Power
• Coercive Power
• Referent Power
• Expert Power

similar to the leadership grid on page 475 in your text there are many variations of this on the Net

 The grid consists of two behavioral dimensions: 

   1.Concern for production 
   2.Concern for people. 

"The Leadership Grid was developed over 30 years ago by two behavioral scientists, Drs.Blake and Mouton. It has been the most extensively used management and leadership development program, throughout the world. The Grid itself is the most reliable visual framework we know of for understanding various approaches to leadership."

"While there are numerous ways of looking at the relationship between Production and People concerns, the Grid identifies seven major theories about how people exercise leadership in the pursuit of organizational objectives with and through others, and how each of the seven theories affects  productivity. It allows people to see the differences and similarities among them, to identify the strengths and weaknesses of each style, and to develop conclusions regarding sound and unsound ways of leading."
 http://www.nwleadership.com/grid.htm