A number of studies suggest that people are motivated by financial incentives when they do simple tasks,
Question:
A number of studies suggest that people are motivated by financial incentives when they do simple tasks, but for more complex tasks, financial incentives can actually decrease performance. People have to be paid enough so that they are not worried about money, but giving them additional money doesn’t motivate them to do more. For complex tasks, research shows that there are three things that motivate people: autonomy, or the ability to direct their own behavior; mastery, or the desire to get better at the things they do; and purpose, or caring about what they do. (Source: Pink, D. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead) As you will see in the following video, Mike Boyle Strength Conditioning (MBSC) is a company that uses a variety of nonmonetary motivators with its employees.
Bob Hanson emphasizes that sending MBSC employees to seminars on a regular basis is highly motivating. It’s possible that for some employees, having to attend seminars is a burden. However, for an employee like Marco, who was excited when he found out he could major in strength and conditioning in college, having the opportunity to further his professional development is a major source of satisfaction, and it motivates him to work hard for MBSC. Professional development is described in different ways by different theories of motivation.
If Bob and Mike were analyzing how they motivate their employees in terms of Maslow’s hierarchy of needs, which of the following would be true?
- Attending seminars could meet an employee’s need for self-actualization, but this would be motivating only if pay, job security, inclusion, and recognition needs were also met.
- The recognition and autonomy offered by attending seminars would result in satisfaction, but employees might also be dissatisfied if pay were poor or their ideas were not valued.
- Learning at seminars could meet an employee’s need for growth, and if the employee were not allowed to attend seminars, then he or she might desire greater participation at work or more pay.
- Going to seminars can fulfill an employee’s drive to comprehend by allowing the employee to develop skills and contribute more to the organization.
In terms of expectancy theory, how could Mike and Bob motivate Marco to be a great personal trainer?
Marco was an economics major in college until he discovered he could major in strength and conditioning. Then he switched majors. Clearly, learning about this field is important to him. Mike and Bob are addressing ________ when they send Marco to seminars instead of, for example, increasing his salary in exchange for his continued high performance at MBSC.
They could maintain Marco’s high level of motivation by:
-Reimbursing his tuition as he seeks a master’s degree in fitness management
-Sending him on an all-expense-paid Caribbean cruise for two weeks
-Setting up an employee discount program at a nearby coffee shop, laundromat, and tanning salon
-Reassuring him that he has a job with MBSC as long as he performs well
In the video, Mike Boyle says he has read that meeting with employees regularly is important to motivation. Although he and Bob hold weekly staff meetings with their employees, Mike believes they should meet more often. He knows that employee meetings should have a purpose, and he asks you for advice.
To make sure meetings are motivational for employees, what should be discussed? Check all that apply.
- How the employee feels the organization’s performance could be improved
- What punishments will be administered for various undesired behaviors
- What goals do they believe should be set
- How the organization can support the employee’s performance Continue without saving.
Smith and Roberson Business Law
ISBN: 978-0538473637
15th Edition
Authors: Richard A. Mann, Barry S. Roberts