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Unformatted text preview: Chapter 13: Motivating and Rewarding Employees • Employee Engagement: employee’s emotional and cognitive motivation, their perceived ability to perform the job, their clear understanding of the organization’s vision and their specific roles in that vision, and their belief that they have been given the resources to get the job done MARS Model of Individual Behavior and Results • MARS Model: a model that outlines the four factors that influence an employee’s voluntary behavior and resulting performance—motivation, ability, role perceptions, and situational factors • Motivation: the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior • Ability: consists of both the natural aptitudes and learned capabilities required to successfully complete a task. Ability is an important consideration when hiring job applicants because performing required task demands the right knowledge and skills • Role Perceptions: employees understand the specific tasks assigned to them, the relative importance of those tasks, and the preferred behaviors to accomplish those tasks. The most basic way to improve these role perceptions is for staff to receive a job description and ongoing coaching • Situational Factors: people will perform well only if the situation also supports their task goals. Situational factors include conditions beyond the employee’s immediate control that constrain or facilitate his or her behavior and performance • Using MARS to Diagnose Employee Disengagement: the MARS model is a useful diagnostic tool that should be the starting point for most problems where employee behavior and performance may be a factor Motivating Employees a Three Part Process • Part 1: Managing Motivation Through Drives and Needs- Drives: instinctive tendencies to seek particular goals or maintain stability- Needs: mostly conscious deficiencies that energize or trigger behaviors to satisfy those needs- Maslow’s Needs Hierarchy Theory: a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified- Self-Actualization: the need for self-fulfillment in reaching one’s potential - Levels: 1. Self Actualization 2. Esteem 3. Belongingness 4. Safety 5. Physiological- Management Implications of Maslow’s Theory: a) Employees have different needs at different times b) Employees have several interdependent needs, not just one dominant need c) At some point most employees want to achieve their full potential (self...
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- Spring '11
- Microeconomics, situational factors