In the previous chapter, we examined four content (need hierarchy, ERG, two-factor and learned needs) and two processes (expectancy and equity) theories of motivation concerning specific motivators of people and the processes people undertake to achieve preferred outcomes. While these issues are critical, it is also clear that most employees want to work and do a good job and that management's role is to provide an environment that facilitates high levels of performance. With that in mind, in this chapter, we examine how the motivational process works in organizational settings. The two application-oriented process theories of motivation presented in this chapter are (1) reinforcement and (2) goal setting. However, because behavior and its influences are the focus of these theories, we must first examine the process by which workers acquire these behaviors, namely, how they are learned. Finally, the issue of rewarding employee behaviors will be illustrated and discussed.
[...] Obviously, the management style of Jack Welch inspired others CEOs like his successor Jeffrey Immelt. Jack Welch also published two books about his management and his organization: Winning, and Jack: Straight from the Gut. So the success of his management has probably helped a lot of managers What actions does Jack Welch take to encourage employee self- management? First, Jack Welch did everything to eliminate bureaucratic red tape and managerial layers. He put the decisions in the hands of the operating level. [...]
[...] The two application-oriented process theories of motivation presented in this chapter are reinforcement and goal setting. However, because behavior and its influences are the focus of these theories, we must first examine the process by which workers acquire these behaviors, namely, how they are learned. Finally, the issue of rewarding employee behaviors will be illustrated and discussed Welch practices a hard-nosed management style. How can such a no- nonsense approach create a motivational atmosphere? Does Jack Welch use negative reinforcement, goal setting, or behavioral self- management? [...]
[...] Chapter Case for Analysis: Jack Welch of General Electric: A Neutron Bomb or a Motivator? Sources Gibson, Ivancevich, Donnelly, and Konopaske. Organizations: Behavior, Structure, Processes, 13th ed. McGraw-Hill Introduction to the book The 13th edition of Organizations: Behavior, Structure, Processes is based on the proposition that managing people, structure, and processes in organizations is a challenging, compelling, and crucial set of tasks. There is nothing boring about managing organizational behavior. Traditional approaches that worked a decade ago or even a few years ago are currently being questioned, modified or rejected. [...]
[...] Nevertheless, goal-setting is criticized: it is not available for complex jobs or specific jobs like teaching, nursing, engineering or accounting. It also could be considered as a game for managers and subordinates so, efficiency is less real. Finally, goal-setting can become an obsession and then employees are less efficient on other important things like communication, management or human relationships. Personally, I think that putting systematically a goal for a job brings about employees to be too much assisted because this could create an addiction. It is easier to do what an other person tells you what to do. [...]
[...] This way, the work was more efficient because it breaks down boundaries and increase communication between several levels and departments. Then, he strongly encouraged the employees to act like entrepreneurs. Here is a quotation of Jack Welch: “Vision without action is a dream. Action without vision is simply passing the time. Action with Vision is making a positive difference” So, every employee have this idea in mind, it is the culture of the corporation. This culture is very strong and helps employees to be motivated. [...]
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