Food-Service-Manual-for-Health-Care-Institutions

McClelland claims that “in some businesses people’s needs to achieve are so strong
that it is more motivating than the quest for profits.”
2. Need for power: the desire to control, influence, or be responsible for others.
Managers with a high need for power are likely to seek advancement and take on
increasing work activities to earn advancement. They enjoy decision-making roles and
competitive situations.
3. Need for affiliation: the desire to maintain close, friendly personal relationships.
Managers with a high need for affiliation have a cooperative, team-centered management
style. They prefer to influence subordinates to complete tasks through team
efforts. This type of manager must beware that his or her need for social approval and
friendship does not interfere with a willingness to make managerial decisions.
Whereas content theories focus on the why of behavior, process theories focus on how
motivation occurs. Process theories look at motivation from the point at which individual
behavior is energized through the behavior choices that person makes to the quality of the
effort.
Among the body of process theories, expectancy theory proposes that motivation begins
with a desire for something, such as more recognition on the job, higher pay, or a stronger feeling
of accomplishment. In this theory, individuals would then consider whether the effort to do
a certain job (performance) could be expected to achieve their goals.
Expectancy theory can help managers understand motivation on an employee-by-employee
basis because it takes individual differences among employees into account in a way that
content theories do not. For example, Herzberg’s theory suggests that job enlargement would
increase the level of motivation in all individuals. Expectancy theory admits that not everyone
is willing or even able to accept job enlargement as a likely means for achieving what
they want.
Reinforcement Theory of Motivation
Originally, reinforcement theory was based on the behavior of animals under experimental conditions.
Rat performance in mazes, for example, tested the psychological theory of reinforcement.
B. F. Skinner and other psychologists have demonstrated how the theory can be applied
to human behavior. Basically, reinforcement theory assumes that behavior that brings positive
results probably will be repeated, whereas behavior that has negative results probably will not.
Four basic elements are at work in the theory: Positive reinforcement strengthens a specific
behavior because the result of the behavior is desirable to the individual. Avoidance strengthens
a specific behavior because the result allows the individual to escape an undesirable result.
Punishment weakens a specific behavior because the result is undesirable to the individual.
Extinction weakens a specific behavior because no desirable result is provided by the behavior.
For example, a food service director who praises an employee for preparing an especially
attractive casserole provides positive reinforcement, and the employee is likely to repeat the
work behavior. But for employees who are careful to wash their hands after handling uncooked
meat because of past counseling for violating hand-washing procedures, avoidance is at work;
that is, the employees behave in a certain way to avoid another counseling session.
Managers often use punishment to reduce the likelihood that employees will repeat inappropriate
behavior. However, this approach (for example, punishing food service employees for
breaking rules or missing work) can lead to anger and resentment among employees. When
practical, reinforcing proper behavior through praise and reward should be used in place of
punishment.
A food service director might use extinction to discourage inappropriate behavior that was
rewarded in the past. Suppose that an employee who habitually engages in horseplay in the
department was rewarded in the past when a previous director or other managers joined in the
laughter at the employee’s antics. The director could discourage the behavior by ignoring it
instead of rewarding or punishing it.
Leadership: Managing for Change
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