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Unformatted text preview: Chapter 13 - Motivating for Performance CHAPTER 13 MOTIVATING FOR PERFORMANCE KEY STUDENT QUESTIONS The concepts that students typically find difficult in this chapter include: • differences between job enlargement, job enrichment, and job rotation. • differences between positive reinforcement, negative reinforcement, punishment and extinction. • differences between expectancy, instrumentality, and valence in expectancy theory. Spend extra time on these topics during lecture, and ask students to give you examples of each concept to assess their understanding. Students are also likely to ask very situation-specific questions about motivation, including: 1. “When a supervisor is given the task of supervising remote employees, those employees are usually fairly independent and self-sufficient; therefore, they are not likely to require a supervisor monitoring their every move. However, remote employees still require the same amount of motivation as office employees, and in some cases even more than what office employees require, so what kind of motivation do they get?” . 2. “How can you convince poor performers that the merit pay system is for real without showing them the raises given to top performers?” 3. “What is the best way to motivate employees when managers are short on resources?” Answers to Student Questions 1. When employees are independent and self-sufficient, it is particularly important to pay attention to intrinsic motivators - the nature of the work they are given, opportunities for growth and recognition, and feelings of achievement. Long-distance managers need to assign work carefully, be sure that employees have the resources they need to do the work, and allow employees to take credit for their work, in order to motivate them effectively. 2. When answering this question, talk about both expectancy theory and pay-for-performance plans. The issue here is not necessarily knowing how much others have made, but rather, knowing how compensation is linked to performance. For that reason, managers have to be very explicit about the compensation plan, which may include showing them a merit pay matrix such as the following: Performance Evaluation Rating Percent Pay Raise 1 (Poor) 0% 2 (Acceptable) 2% 3 (Good) 3% 4 (Outstanding) 5% 13-1 Chapter 13 - Motivating for Performance 3. Again, this is a question that can best be answered by explaining how to use intrinsic, in addition to extrinsic, motivators. However, it should be pointed out that managers who have scarce resources will be most effective if they also let their employees know that resources are scarce, and if they are committed to sharing resources with employees when times improve....
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This note was uploaded on 11/05/2009 for the course MGMT MGMT 330J taught by Professor Kinbonine during the Spring '09 term at Columbia College.
- Spring '09