CH-13 Motivation at Work – Human Resources : Book Guide

Chapter 13 Motivation at Work Closing Case: Bigfoot’s Motivation Case Summary Bigfoot Entertainment, distributor of such diverse films as Midnight Movie (a horror flick) and 3 Needles (about the worldwide AIDS crisis), was founded by German serial entrepreneur Michael Gleissner. As head of Bigfoot, Gleissner served as executive producer on Midnight Movie and 3 Needles, as well as on Irreversi, his second effort at writing and directing, and on Shanghai Kiss, in which he also tried his hand at acting. Bigfoot maintains offices in Los Angeles and a small production facility in Venice, California, but the centerpiece of its operations is Bigfoot Studios, which opened in 2004 on the island of Mactan, in Cebu, home to the second-largest city in the Philippines. Bigfoot Entertainment finds a film suitable for financing and development, the deal usually requires the director to do some production work at the Cebu facility. By the time the studio opened, the Philippines was already an attractive location for animators looking for cheap post-production help, but the pool of talent available for work on live-action films was quite limited. He founded the International Academy of Film and Television (IAFT), not only to staff Bigfoot Studios but to train what executive director Keith Sensing calls “the next generation of global filmmakers.” Gleissner not only co-wrote and directed Deep Gold but drew on his experience as an underwater photographer to shoot key scenes in Bigfoot’s specially designed, 170,000-gallon Underwater Studio. In order to bolster its ability to get its films into theaters (most of the company’s features have gone straight to DVD or were sold to cable TV), Bigfoot has also become the largest shareholder in Carmike Cinemas, the fourth-largest theater chain in the United States. Case Questions 1. What factors motivate Michael Gleissner? How has that motivation factored into his decision making? Michael Gleissner appears to be motivated by several factors, including autonomy, challenge, and a desire for success. His motivation is evident in his entrepreneurial pursuits and the risks he takes to achieve his goals. Gleissner's motivation plays a significant role in his decision-making process. His drive for autonomy and challenge likely leads him to pursue projects that allow him to take risks and make independent decisions. Additionally, his desire for success likely influences him to choose projects with high potential for growth and profitability. Overall, Gleissner's motivation seems to drive him towards ventures that offer personal fulfillment and the opportunity for significant achievement. 2. What factors motivate people to seek employment at Bigfoot or to enroll in IAFT? There are many factors that motivate people to seek employment at Bigfoot or to enroll in IAFT: • Its mission statement is producing and financing “innovative entertainment content, including independent feature films, television series, and reality shows.” • Bigfoot has the state-of-the-art facility which features six large soundstages, fully equipped editing suites and sound-mixing studios, and the latest in high-tech cameras and other equipment. • IAFT, says Keith Sensing, looks for creative people who “have a desire for adventure” and “an education that will set them apart from people who have a strictly Hollywood background.” • IAFT enrollment is currently 60 percent international and 40 percent Filipino, but “all of our students,” says Sensing, “have the opportunity to participate in real projects going on at Bigfoot Studios… Many IAFT graduates,” he adds, “have gone on to write, produce, and direct their own films” and often follow in Bigfoot’s steps by finding distribution for their independent features on the international festival circuit. 3. Compare and contrast how Orpheus, Bigfoot Studios, and IAFT motivate people. Orpheus, Bigfoot Studios, and IAFT (International Academy of Film and Television) each have distinct approaches to motivating people, reflecting their unique organizational cultures and goals. Orpheus: Orpheus seems to motivate people through a combination of artistic expression, teamwork, and a shared passion for music. The company's emphasis on creating immersive musical experiences likely inspires employees to be creative and collaborative, fostering a sense of camaraderie and shared purpose. Orpheus' focus on producing high-quality performances and engaging audiences may also motivate employees to strive for excellence and take pride in their work. Bigfoot Studios: Bigfoot Studios appears to motivate people by providing autonomy, challenging projects, and opportunities for personal and professional growth. The company's entrepreneurial culture and emphasis on innovation likely appeal to individuals who are motivated by the chance to make a significant impact and contribute to groundbreaking projects. Bigfoot Studios' focus on creativity and pushing boundaries may also attract employees who are motivated by the opportunity to work on cutting-edge technologies and creative concepts. IAFT (International Academy of Film and Television): IAFT motivates people by offering them the chance to pursue their passion for film and television through hands-on learning and real-world experiences. The academy's emphasis on practical skills and industry connections likely appeals to individuals who are motivated by the opportunity to gain valuable experience and build a successful career in the entertainment industry. IAFT's focus on providing students with the skills and knowledge they need to succeed in the competitive world of film and television production may also motivate individuals who are driven to achieve their professional goals. In summary, while Orpheus, Bigfoot Studios, and IAFT each have different approaches to motivating people, they all share a common goal of inspiring individuals to pursue their passions and achieve their full potential. Whether through artistic expression, challenging projects, or practical skills development, these organizations strive to create environments where people are motivated to excel and succeed. The following items appear on the in-text Instructor Prep Cards. These notes and suggested talking points should help instructors conduct these exercises with the students. Discussion Questions 1. What are the three basic determinants of performance on a task? Three basic factors determine performance: an individual’s ability to perform, the environmental context, and an individual’s motivation to perform. The environmental context includes such factors as equipment, machinery, materials, information, and other support factors. Human resource managers play a role in developing some of the elements that enhance individual performance, and the organization’s selection and training mechanisms should ensure that every worker in a position has the ability to perform that job. While many employees have the ability to perform well, others utilize increased effort to perform work. Either ability or motivation can compensate for the other factor to some degree. 2. Identify and summarize the five basic need categories included in Maslow’s hierarchy of needs. The needs discussed in Maslow’s hierarchy of needs are arranged in the following order from bottom to top: (1) Physiological needs—needs for food and water (2) Security needs—needs for safe and secure contexts (3) Social needs—needs to have positive interactions with others (4) Esteem needs—needs to think favorably about one’s self (5) Self-actualization needs—needs to realize one’s full potential 3. Compare and contrast Maslow’s hierarchy of needs and Alderfer’s ERG theory. Both Maslow’s hierarchy of needs and Alderfer’s ERG theory present multitiered approaches to understanding individual motivation based on needs. Both models assume that individuals move up a hierarchy of needs that operate from basic needs to higher-order needs. However, Maslow’s model contains five needs and Alderfer’s theory contains three needs. In addition, Maslow’s need model assumes that individuals only move up the hierarchy, whereas Alderfer’s model assumes that individuals can move up and down the framework. 4. What is the primary distinction between need-based theories and process theories of motivation? The primary distinction between need-based theories and process theories of motivation is that need-based theories explore the motivating power of needs in the workplace and process theories show how a person becomes motivated to perform on the job, often through the work environment. 5. Identify and describe the three basic forms of reinforcement that most directly influence behavior in organizations. There are three basic forms of reinforcement that shape organizational behavior. Positive reinforcement involves providing the employee with a favorable outcome so that conduct is likely to be repeated. Extinction involves providing no outcome so that conduct is eventually disappears. Punishment involves providing the employee with an unfavorable outcome so that conduct is not repeated. 6. What are the four primary schedules of reinforcement? There are four primary schedules of reinforcement that are partial in nature. Interval schedules involve administering outcomes based on time with fixed interval schedules holding time constant and variable interval schedules changing times. Ratio schedules involve administering outcomes based on repeated behavior with fixed ratio schedules holding the number of repeated behaviors that cause on outcome constant and variable ratio schedules varying the number of repeated behaviors. 7. Identify and summarize the basic elements of expectancy theory and discuss how they relate to one another. Expectancy theory suggests that people are motivated to engage in behaviors if they perceive that those behaviors are likely to lead to outcomes that they value. Effort-to-performance expectancy is the belief that increased effort will lead to higher performance. Performance-to-outcomes expectancy (or instrumentality) is the believed probability that increased performance will produce particular consequences. Valence is the believed value of consequences. Employees who believe that their hard work will lead to the attainment of rewards that they value will be more likely to work hard. If employees do not see that rewards are tied to increased performance or if outcomes associated with increased performance are not attractive, there will be little motivation to work harder. 8. How does equity theory relate to organizational rewards? Equity theory explores how individuals evaluate their inputs to the work setting compared with the outcomes they receive from this setting. To determine whether this relationship is fair, it is compared to other persons’ input/outcome ratios. Individuals will try to adjust there own inputs and outcomes (or the inputs or outcomes of others) in order to achieve fairness. More specifically, equity theory is related to organizational rewards because rewards are considered outcomes in equity theory and are evaluated to determine fairness in the distribution of rewards. Actions are then taken by employees to rectify inequity in the reward system/structure. 9. Describe how goal theory relates to employee motivation. Goal theory states that individuals in a company tend to work more diligently when they have goals attached to their jobs. Goals that are more concrete, difficult, and specific will be more motivating. Goal-setting programs have been used extensively in many performance evaluation systems. 10. What is intrinsic motivation? How is it different from extrinsic motivation? Intrinsic motivation is the motivation to perform in a job because it is enriching. Self-determination, skill utilization, and positive feelings about a job can enhance intrinsic motivation. Intrinsic motivation is different from extrinsic motivation because intrinsic motivation is embedded in the job itself, while extrinsic motivation is usually prompted by an agent outside the work. Ethical Dilemmas in HR Management Scenario Summary Students are asked to imagine themselves in the role of a new human resources manager in a medium-size organization. The boss has just suggested the use of a behavior modification plan that utilizes punishments and rewards to shape employees’ actions. However, the human resource manager is not comfortable with this plan and wants to use a reward system based on expectancy theory. Questions 1. What are the ethical issues in this situation? The major ethical issue is whether the human resource manager should implement the behavior modification plan despite believing it is a questionable management program. 2. What do you think most managers would do in this situation? In this situation, most managers would likely focus on understanding the specific motivational factors that drive their employees and tailor their approaches accordingly. They may use a combination of intrinsic motivators (such as autonomy, mastery, and purpose) and extrinsic motivators (such as rewards, recognition, and career advancement opportunities) to create a motivating work environment. Managers may also consider implementing strategies such as goal-setting, feedback, and performance evaluations to help employees stay motivated and engaged. Additionally, they may create a supportive and inclusive work culture that values diversity and encourages collaboration and innovation. Overall, most managers would aim to create a work environment that fosters motivation, engagement, and job satisfaction, ultimately leading to improved performance and retention of talented employees. 3. What would you do? If I were in the role of the new human resources manager facing this scenario, I would first seek to understand the reasons behind the boss's suggestion of using a behavior modification plan that includes punishments and rewards. I would then respectfully express my concerns about the ethical implications of such a plan and propose an alternative approach based on expectancy theory. I would explain that while behavior modification plans can be effective in the short term, they may not lead to sustainable behavior change or long-term employee motivation. In contrast, a reward system based on expectancy theory focuses on setting clear goals, providing employees with the necessary resources and support to achieve those goals, and rewarding them based on their performance. I would emphasize the ethical considerations, such as the importance of treating employees fairly, respecting their autonomy, and promoting a positive work environment. I would also highlight the potential negative consequences of using punishments, such as fostering a culture of fear and mistrust. Ultimately, I would work with the boss and other stakeholders to develop a reward system that aligns with the organization's values and goals while also promoting ethical behavior and employee motivation. Assignment This exercise gives students a better understanding of equity and justice in the workplace. As an in-class exercise, required time is approximately 15 to 30 minutes, depending on the amount of time available. Instructors may divide the students into groups, or the students may form groups themselves. Step 1 (15 minutes): Have the students read the vignette about making a promotion decision as a supervisory leader of a group of individuals employed in the electronics industry. Step 2 (20 minutes): Ask the students to answer the discussion questions individually or as a group. 1. Using equity theory as a framework, how do you think David and Becky are likely to see the situation? David is likely to view the situation as unfair and will try to reduce the inequity by working less or by encouraging Becky to work more on the job. He might also decide to leave his job for another work situation that he believes to be more equitable. Becky will likely view the decision as fair because she has worked more diligently since being hired than David has. Consequently, her motivation should continue to increase due to the perceived equity in the workplace. 2. Outline a conversation with David in which you will convey your decision to him. What will you say? The Outline for a conversation with David to convey your decision: 1. Introduction • Greet David warmly. • Thank him for his time and for his interest in the opportunity. 2. Transition • Mention that you've carefully considered his application and the interview. • Express appreciation for his skills and experience. 3. Delivering the Decision • State the decision clearly and directly. • If you're offering him the job: • Congratulate him on being selected. • Briefly outline the terms of the offer (salary, start date, etc.). • If you're not offering him the job: • Express regret and explain the reasons for the decision. • Offer feedback if possible to help him improve for future opportunities. 4. Closing • Thank David again for his interest and time. • Express your best wishes for his future endeavors. 5. Follow-Up • Offer to provide additional feedback if he wants it. • Provide contact information for any further communication. 3. What advice might you offer Becky in her new job? About interacting with David? Here are some pieces of advice you might offer Becky regarding her new job and interacting with David: 1. Establish Clear Communication: Encourage Becky to establish clear communication channels with David from the beginning. This includes setting expectations for how they will communicate (email, in-person, etc.) and how often. 2. Build a Positive Relationship: Suggest that Becky take the time to get to know David personally and professionally. Building a positive relationship can help create a more productive and collaborative work environment. 3. Seek Feedback: Advise Becky to seek feedback from David regularly. This can help her understand his expectations and preferences, leading to more effective collaboration. 4. Be Respectful: Remind Becky to always be respectful in her interactions with David, even if they disagree on certain issues. Respectful communication can help maintain a positive working relationship. 5. Clarify Expectations: Encourage Becky to clarify her expectations with David regarding roles, responsibilities, and deadlines. This can help avoid misunderstandings and ensure that both parties are on the same page. 6. Stay Professional: Remind Becky to maintain a professional demeanor at all times, especially when dealing with challenging situations. This can help her build credibility and respect in the workplace. 7. Be Open to Feedback: Suggest that Becky be open to receiving feedback from David. Constructive criticism can help her improve her performance and grow professionally. 8. Show Appreciation: Encourage Becky to show appreciation for David's contributions and support. A simple thank you can go a long way in building a positive relationship. By following these tips, Becky can navigate her new job and interactions with David more effectively, leading to a more successful working relationship. 4. What other rewards might you offer David to keep him motivated? To keep David motivated, you could consider offering the following rewards: 1. Financial Rewards: Offer bonuses, salary increases, or profit-sharing opportunities based on his performance and contributions to the company. 2. Recognition and Appreciation: Recognize David's achievements publicly or privately, such as through awards, certificates, or verbal praise. 3. Career Development Opportunities: Provide opportunities for David to advance his skills and career, such as through training programs, workshops, or mentorship. 4. Flexible Work Arrangements: Offer flexible work hours, telecommuting options, or additional time off to help David achieve a better work-life balance. 5. Additional Responsibilities: Give David the opportunity to take on new challenges and responsibilities that align with his interests and career goals. 6. Team Building Activities: Organize team-building activities or events to help foster a positive work environment and strengthen relationships among colleagues. 7. Personalized Rewards: Consider offering rewards that are tailored to David's interests and preferences, such as tickets to a sports event or a gift card to his favorite restaurant. 8. Workplace Perks: Provide perks such as gym memberships, wellness programs, or discounts on products and services to enhance David's overall work experience. By offering these rewards, you can help keep David motivated and engaged in his work, leading to improved performance and job satisfaction. Solution Manual for Human Resources Angelo Denisi, Ricky Griffin 9781285867571