Module 5 Section 3 (inperson motivation)

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University of California, Los Angeles *

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409

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Mechanical Engineering

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Oct 30, 2023

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Prof. DeVoe
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» -3 - Much less important to me -2 -1 0 - Neither more nor less important to me 1 2 3 - Much more important to me Learning new things 1.64 Developing skills and abilities 1.71 Accomplishing something worthwhile and meaningful 1.44 Doing something that makes you feel good about yourself 1.21 Amount of pay 1.06 Amount of praise from your supervisor 0.37 Having job security 0.70 Quality of fringe benefits 0.37
1 2 3 4 5 6 7 Managers' Perceptions of CSRs' Motives CSRs' Actual Motives Instrinsic factors Extrinsic factors Importance 0.2 0.3 0.4 0.5 0.6 0.7 NA Managers often attribute the wrong motives to their subordinates Tend to overestimate extrinsic incentives in motivating others Actual motivation and managers’ appraisal of performance Correlation
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If I put forth the effort, will I attain the performance level asked of me? Will meeting the performance standard result in a reward? EFFORT PERFORMANCE OUTCOME (Reward) Do I want this reward?
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Motivation EFFORT PERFORMANCE OUTCOME (Reward)
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Lincoln Electric: Current Profile » » » » » » »
» » » » » Strong E P O links
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MONKEYS REJECT UNEQUAL PAY Monkeys were happy receiving a piece of cucumber But if they saw another monkey getting a piece of grape - a more coveted food item - they took offense Some still took the cucumber, but others refused to eat it The animal's anger was even greater if the other monkey was rewarded for doing nothing
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» » » » » » Effort Rewards Self Coworkers Effort Rewards Two students move boxes Ad says they’ll be paid $5 Underpaid Fairly paid Overpaid Level of satisfaction
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» Management Hopes For... long-term growth teamwork setting challenging “stretch” objectives commitment to total quality innovative thinking and risk taking candor; surfacing bad news early quarterly earnings individual effort achieving goals; “making the numbers” shipping on schedule, even w/defects proven methods and not making mistakes only reporting good news; agreeing with the boss, whether or not he/she is right But Rewards...
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High Intrinsic Motivation Meaningfulness Responsibility Knowledge of Results Task Significance Task Identity Task Variety Autonomy Feedback
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Hackman & Oldham (1976)
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Grant (2008)
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Number of Pledges Earned (Per Week) 0 3 6 9 12 15 18 21 24 27 Control Condition Personal Benefit Condition Task Significance Condition
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Amount of Donation Money Raised Per Week $0 $500 $1000 $1500 $2000 $2500 $3000 $3500 Control Condition Personal Benefit Condition Task Significance Condition $4000
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P R O F E S S O R E U G E N E M . C A R U S O 3 8
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No payment 10 cents NIS 1 NIS 3 Percent correct 28.4 23.07 34.7 34.1
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No payment 1% 10% Average raised 238.6 153.6 219.3
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Work as a learning team to analyze the “Nordstrom: Dissension in the Ranks?” case located in the course reader and answer the case questions below. Use the expectancy model of motivation to analyze motivation at Nordstrom. (14 pts) Describe the 3 main elements of the model as it relates to Nordstrom. Then, analyze whether the necessary expectations and links were in place to bring about the desired levels of motivation (give examples from the case). Drawing on your analysis, identify two (presumably) unintended consequences of the compensation system. That is, what are the behaviors Nordstrom actually rewards, in contrast to what it hopes to reward? (4 pts) Provide two recommendations for actionable steps that Nordstrom could take to effectively foster a higher level of intrinsic motivation. (12 pts) Explain why each of these steps would be effective based on the job characteristics model, and discuss potential challenges for implementation. Maximum 2000 words Citations do not count towards word count; Footnotes do count towards word count. o o o
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» Mean: 18.43 » St. Dev: 2.14 » Median = 19 » Min - 9.5 » Max - 20 » » »
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