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Management Lecture Ch 13_5th Ed

Management Lecture Ch 13_5th Ed - CHAPTER THIRTEEN...

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CHAPTER THIRTEEN MOTIVATION AND PERFORMANCE OVERVIEW OF THE CHAPTER This chapter describes what motivation is, the psychological forces that encourage it, and why managers need to promote high levels of it for an organization to be effective and achieve its goals. It examines important theories of motivation: expectancy theory, needs theories, equity theory, goal setting theory, and learning theories. Each of these theories provides managers with insight concerning the motivation of organizational members. The theories are complementary, since each approaches the topic from a different perspective. Only by considering all of the theories together can managers gain a thorough understanding of the many issues involved in encouraging high levels of motivation throughout an organization. Finally, the chapter considers the use of pay as a motivation tool. LEARNING OBJECTIVES 1. Explain what motivation is and why managers need to be concerned about it. 2. Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce. 3. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance. 4. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory. 5. Explain why and how managers can use pay as a major motivation tool. A MANAGER’S CHALLENGE: CONSISTENTLY RANKING AS A BEST COMPANY TO WORK FOR – TINNELL AND BOONE INSPIRE AND MOTIVATE AT THE CONTAINTER STORE The Container Store has experienced tremendous growth. It has also been continually ranked among the very best companies to work for in Fortune Magazine ’s annual survey of the “100 Best Companies to Work For.” Early on, the company’s co-founders recognized that people were the organization’s most important asset. After hiring great people, the co-founders’ second most important managerial task was motivating them. While the retail industry typically has a turnover rate in excess of 70% within its sales force, the Container Store’s is a fraction of that. As part of Fortune Magazine’s survey, 97% of the employees indicated “people care about each other here.” Tindell and Boone, the company’s co-founders, created an environment of high motivation and performance by being clear about what is important in their organization, enabling employees to be high performers, rewarding them in multiple ways, creating a fair and stimulating work environment, and treating employees like the highly capable individuals that they are. According to Fortune’s survey of employees, morale at The Container Store is ‘exuberant.’ Jones, Contemporary Management, Fifth Edition 54
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CHAPTER THIRTEEN MOTIVATION AND PERFORMANCE LECTURE OUTLINE I. THE NATURE OF MOTIVATION Motivation may be defined as psychological forces that determine the direction of a person’s behavior in an organization. Motivation is central to management because it explains why
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Management Lecture Ch 13_5th Ed - CHAPTER THIRTEEN...

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