Supervisory Management ,Mosley Mosley Pietri. 1) By using the attached power point: Discussion.  In your opinion/words, how can a supervisor improve commu

Supervisory Management ,Mosley Mosley Pietri. 1) By using the attached power point: Discussion. 

In your opinion/words, how can a supervisor improve communications?

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Answer Case 7-2 question(s) from the textbook.( The surprising performance culture of steelmaker nucor).  what are the most relevant concepts reflected at Nucor? comment specifically about :

Maslow hierarchy of need.

Herzberg’s motivation-hygiene theory

Equity theory

Goal-setting theory.

You must be written in an APA Style of Writing, no less than 300 words, with multiple academic resources and citations to support the content of the case study. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

CHAPTER 7

MOTIVATION

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Identify the three levels of employee motivation
Explain the relationship between performance and motivation
Understand and explain Maslow’s hierarchy of needs theory and the principle underlying his theory
Differentiate between Herzberg’s dissatisfiers and motivators
Understand and explain expectancy theory

LEARNING OBJECTIVES

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Explain how supervisors can use goal-setting theory to motivate employees
Define equity theory
Define and explain reinforcement theory
Explain the job characteristics model
Explain how generational differences affect motivation
Identify five steps to motivating employees

LEARNING OBJECTIVES

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Willingness to work to achieve the organization’s objectives
Result of one’s individual perceptions, needs, and goals

MOTIVATION

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EXHIBIT 7.1 – DETERMINING EMPLOYEE ENGAGEMENT
Source: “The Relationship Between Engagement at Work and Organizational Outcomes, 2012 Q12® Item-Level Meta-Analysis,” Gallup (online), February 2013, 14. Retrieved on July 8, 2013 from http://www.gallup.com/strategicconsulting/126806/Q12-Meta-Analysis.aspx

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EXHIBIT 7.2 – THE THREE LEVELS OF MOTIVATION

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INTRINSIC AND EXTRINSIC MOTIVATION

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Arrangement of people’s needs in a hierarchy, or ranking of importance
States that once a need has been satisfied, it no longer serves as a primary motivator of behavior

MASLOW’S HIERARCHY OF NEEDS THEORY

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MASLOW’S HIERARCHY OF NEEDS THEORY
Need for food, water, air, and other physical necessities

Physiological or biological needs
Need for protection from danger, threat, or deprivation

Safety or security need
Need for belonging, acceptance by colleagues, friendship, and love

Social or belonging needs
Need for self-confidence, independence, appreciation, and status

Ego or esteem needs
Need concerned with realizing one’s potential, self-development, and creativity

Self-fulfillment or self-actualization need

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EXHIBIT 7.4 – MASLOW’S HIERARCHY OF NEEDS

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Though the needs are universal, the sequence may differ, depending on the culture
Priorities of some individuals may differ
Needs on one level do not have to be fully satisfied before the next level becomes important
The two highest levels of needs can rarely be fully satisfied

QUALIFYING MASLOW’S THEORY

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Dissatisfier or hygiene factors: Factors employees said most affected them negatively or dissatisfied them about their job
Satisfier or motivator factors: Factors employees said turned them on about their job
Link to intrinsic and extrinsic motivation
Factors associated with positive motivation are intrinsic to the job
Factors causing dissatisfaction are extrinsic to the job

HERZBERG’S THEORY

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EXHIBIT 7.5 – HERZBERG’S SATISFIER/MOTIVATOR AND DISSATISFIER/HYGIENE FACTORS

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Money can be a motivating factor, especially when it is tied to recognition and achievement
For some people, absence of recognition, advancement, and challenge can constitute dissatisfaction
Built-in bias of Herzberg’s findings
Positive aspects of a job are associated with intrinsic factors
Dissatisfiers are associated with extrinsic factors

QUALIFYING HERZBERG’S THEORY

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EXPECTANCY THEORY

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EXHIBIT 7.6 – EXPECTANCY THEORY

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EXHIBIT 7.7 – WAYS TO APPLY EXPECTANCY THEORY

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Ways to use goal setting as a motivational tool
Set specific, concrete goals
Set challenging but reasonably difficult goals
Provide timely feedback about goal achievement
Strengthen employees’ commitment by allowing them to participate in goal setting
When multiple goals are established, make sure employees understand their priorities

GOAL-SETTING THEORY

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When people perceive themselves in situations of inequity or unfairness, they are motivated to act in ways to change their circumstances
Factors determining equity
Inputs – Skill, education, experience, and motivation an employee brings to the job situation
Outputs – Pay, advancement, recognition, or desirable job assignments and other performance rewards

EQUITY THEORY

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Ways to reduce inequity
Attempting to increase your reward level by making a case with the management
Decreasing your input level by putting in less job effort, taking longer breaks, or being less cooperative
Rationalizing valid reasons as to why the inequity exists
Leaving the situation by asking for a transfer or seeking a position with another employer

EQUITY THEORY

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Based on the law of effect, holds that behaviors meeting with:
Pleasant consequences tend to be repeated
Unpleasant consequences tend not to be repeated
Rewards and punishments are used as a way to shape an individual

REINFORCEMENT THEORY

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Focuses on five core job elements leading to intrinsic motivation and then positive work outcomes
Skill variety
Extent to which the job requires a worker to use a broad range of skills to perform it
Task identity
Extent to which the job requires a worker to complete a whole, identifiable piece of work

JOB CHARACTERISTICS MODEL

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Task significance
Extent to which the job impacts the work or lives of others
Autonomy
Extent to which the job entails substantial freedom and decision making in carrying it out
Feedback
Extent to which the job itself provides information about whether it is performed successfully

JOB CHARACTERISTICS MODEL

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EXHIBIT 7.9 – JOB CHARACTERISTICS MODEL
Source: Adapted from J. R. Hackman,“Work Design,” in J. R. Hackman and J. L. Suttle, eds, Improving Life at Work (Goodyear Publishing, 1977), 159. Reprinted with permission.

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EXHIBIT 7.10 – CHARACTERISTICS OF DIFFERENT GENERATIONS

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EXHIBIT 7.10 – CHARACTERISTICS OF DIFFERENT GENERATIONS

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FIVE STEPS TO MOTIVATING EMPLOYEES

Help make employees’ jobs intrinsically rewarding

Provide clear performance objectives

Support employees’ performance efforts

Provide timely performance feedback

Reward employees’ performance

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Baby boomers
Dissatisfier or hygiene factors
Ego or esteem needs
Equity theory
Expectancy theory
Extrinsic motivation
Generation Xers
Generation Yers

IMPORTANT TERMS
Goal-setting theory
Hierarchy of needs
Intrinsic motivation
Job characteristics model
Motivation
Physiological or biological needs
Reinforcement theory

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Safety or security needs
Satisfier or motivator factors
Self-fulfillment or self actualization needs
Social or belonging needs
Traditionalists

IMPORTANT TERMS

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