Elective
Elective
workers/ employees with an enthusiasm to work for perceives that the rewards received are equitable,
the accomplishment of objectives of the that is, fair or just in comparison with those received
organizations. Thus, a manager has to motivate his by others in similar positions in or outside the
workers to perform in order to get the things done. organization, then the individual feels satisfied.
6 types of possible behavior as consequences of
CONTENT APPROACHES – center on the factors inequity:
within the individual which rejuvenate, direct, 1. Changes to input
sustain and stop behavior. 2. Changes to outcome
THOERIES: 3. Cognitive distortion of inputs and outcomes
1. Maslow’s Hierarchy of Needs – Abraham 4. Leaving the field
Maslow defined need as a physiological or 5. Acting on others
psychological deficiency that a person feels 6. Changing the object of comparison
the compulsion to satisfy.
2 principles: Goal-setting Theory – motivation and performance
1. Deficit Principle will be high if individuals are set specific goals which
2. Progression Principle are challenging, but accepted, and where feedback
5 Levels of Needs: is given on performance.
1. Psychological needs Attributes:
2. Safety needs 1. Goal specificity
3. Belonging needs 2. Goal difficulty
4. Self-esteem needs 3. Goal intensity
5. Self-actualization needs 4. Goal commitment
2 Most important findings:
2. Aldefer’s ERG Theory – built upon Maslow’s 1. Setting specific goals
hierarchy of needs theory. 2. The goals that are hard to achieve
3 Categories:
1. Existence needs JOB DESIGN PRACTICES THAT MOTIVATE – many
2. Relatedness needs people assume the most important motivator at
3. Growth needs work is pay. However, experts point to a different
3. Herzberg’s Two-Factor Theory – identifies factor as the major influence over worker motivation
two set of factors that impact motivation in which is job design. Job design has a major impact
the workplace: on employee motivation, job satisfaction,
1. Hygiene factors commitment to an organization, absenteeism, and
2. Satisfiers or motivators turnover.
4. McClelland’s Learned Needs Theory –
acquired needs theory recognizes that Job Characteristics Model – is one of the most
everyone prioritizes needs differently. He influential attempts to design jobs with increased
also believes that individuals are not born motivational properties. The model describes five
with these needs, but that they are actually core job dimensions leading to three critical
learned through life experiences. psychological states, resulting in work-related
3 Specific needs: outcomes.
1. Need for achievement 1. Skill variety
2. Need for power 2. Task identity
3. Need for affiliation 3. Task significance
4. Autonomy
PROCESS APPROACHES – concerned with "how" 5. Feedback
motivation happens. They provide a description and
analysis of how behavior is energized, directed, Job Rotation – involves moving employees from job
sustained stopped. to job at regular intervals. When employees
periodically move to different jobs, the monotonous
Expectancy Theory – argues that humans act aspects of job specialization can be relieved. Using
according to their conscious expectations that a this technique, among others, the company is able
particular behavior will lead to specific desirable to reduce its turnover level.
goals. Advantages to organizations:
Motivation = Expectancy X Instrumentality X 1. Burnout Reduction
Valence 2. Increased employee satisfaction
3. Increased employee motivation
4. Three benefits above cumulatively influence Periodic appraisal of performance – a key
a business’s turnover rate and workplace component of employee development. The
injuries. performance evaluation is intended to be a fair and
balanced assessment of as employee’s performance.
Job Enlargement – refers to expanding the tasks
performed by employees to add more variety. By Evaluation system – is to identify the performance
giving employees several different tasks to be gap (if any).
performed, as opposed to limiting their activities to Gap – is the shortfall that occurs when performance
a small number of tasks, organizations hope to does not meet the standard set by the organization
reduce boredom and monotony as well as utilize as acceptable.
human resources more effectively. Feedback system – is to inform the employee about
the quality of his performance.
Job Enrichment – a job redesign technique that
allows workers more control over how they perform PURPOSES OF PERFORMANCE APPRAISAL
their own tasks. This approach allows employees to 1. Judgmental orientation – focus on past
take on more responsibility. As an alternative to job performances and provide a basis for
specialization, companies using job enrichment may making judgments on which employee
experience positive outcomes, such as reduced should be rewarded and how effective
turnover, increased productivity, and reduced organizational programs like selection and
absences. training have been.
2. Developmental orientation – concern with
Empowerment – one of the contemporary improving future performance by ensuring
approaches to motivating employees through job expectations are clear and by identifying
design is empowerment. The concept of ways to facilitate employee performance
empowerment extends the idea of autonomy. through training.
Empowerment is the removal of conditions that
make a person powerless. 3 ASPECTS OF RELEVANCE IN THE CONTEXT OF
PERFORMANCE APPRAISAL WHICH MUST BE
Flexible Working Arrangements – refer to AVOIDED:
alternative arrangements or schedules other than 1. Deficiency – it happens when the
the traditional or standard work hours, workdays, evaluation does not focus on all aspects of
and workweek. The effectivity and implementation the job. It certain job responsibilities are not
of any of the flexible work arrangements shall be considered, the evaluation is deficient.
based on voluntary agreements between the 2. Contamination – it happens when activities
employer and the employees. not part of the job responsibilities are
Flexible work arrangements forms: included in the evaluation. This is the exact
1. Flextime opposite of deficiency.
2. Compressed Work Week 3. Distortion – this takes place when an
3. Flexplace improper emphasis is given to various job
4. Job Sharing elements.
5. Work sharing
6. Expanded leave TYPES OF PERFORMANCE APPRAISALS
7. Phased Retirement 1. Self-Evaluation Method – is when the
8. Partial Retirement employee is asked to judge their own
9. Work and Family Programs performance against predetermined
criteria. The advantage of this kind of an
appraisal is that the employee is allowed to
Performance Appraisal – deals with how give his input into his performance
organizations evaluate and measures its employees appraisal, and the company can use this self-
achievements and behaviors. It is an employee appraisal along with the standard appraisal
review by his manager where his work performance to give a more rounded employee review.
is evaluated, and strengths and weaknesses are 2. Behaviorally Anchored Rating Scales (BARS)
identified so that the employee knows his – has a list of criteria that an employee
improvement areas. Performance appraisal is the should workup to be a diligent worker. The
right time to set new goals and objectives for the behaviors differ according to the type of job
employees. been assessed. This method is considered
favorable as the evaluation is done on the
basis of individual employee performance 2. Timeliness – employees should receive
without comparisons. information about how they're doing as
3. Improving performance Appraisals – not timely as possible. If improvement needs to
every manager has the opportunity to be made in their performance, the sooner
impact or improve the overall performance they find out about it the sooner they can
appraisal system within which they must correct the problem.
work. But every manager has the 3. Manner – feedback should be given in a
opportunity to take the system they have manner that will best help improve
been dealt and turn the performance performance.
appraisal process into a positive, rewarding,
beneficial process for both themselves and REINFORCEMENT THEORY – of motivation was
the employees who report to them. proposed by BF Skinner and his associates. It states
More meaningful and effective ways of that individual's behavior is a function of its
improving performance appraisal: consequences. It is based on "law of effect".
a. Make sure managers and Reinforcement theory explains in detail how an
subordinates understand the individual learns behavior.
appraisal system. Methods for controlling the behavior of
b. Assess the effectiveness of the employees:
organization’s current system. 1. Positive Reinforcement – This implies giving
c. Appraisal skills training for managers a positive response when an individual
is a must. shows positive and required behavior. For
d. Increase mangers’ willingness to instance, immediately praising an employee
conduct effective appraisals. for coming early for job.
e. Start with effective performance 2. Negative Reinforcement – This implies
planning. rewarding an employee by removing
f. Make informal appraisals ongoing negative/undesirable consequences. Both
activity. positive and negative reinforcement can be
g. Provide resources necessary to link used for increasing desirable/required
pay to performance. behavior.
h. Use anniversary dates to stagger 3. Punishment – It implies removing positive
appraisals. consequences so as to lower the probability
of repeating undesirable behavior in future.
In other words, punishment means applying
PERFORMANCE APPRAISAL FEEDBACK – the most undesirable consequence for showing
challenging part of the performance appraisal undesirable behavior.
meeting is giving feedback to employees on their 4. Extinction – It implies absence of
performance. But, of course, feedback must be reinforcements. In other words, extinction
given if managers want the performance appraisal implies lowering the probability of undesired
meeting to be motivational for an employee and to behavior by removing reward for that kind of
result in improved performance. behavior.