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Chapter Chapter
Motivating Employees
How Does Motivation Work?
Motivation-giving people incentives that
cause them to act in desired ways.
Familiarity with the best-known theories can
help supervisors think of ways to motivate
employees.
None of the theories are perfect, but all give
supervisors some guidance.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-2
Motivation + Ability = Performance
2 Main Schools of Thought:
Content Theories-focus on what things
motivate workers.
Money, time off, recognition, more
responsibility
Process Theories
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-3
Content Theories
Content theories focus on the content of the
motivators.
Three researchers whose content theories
are widely used:
Abraham Maslow-hierarchy of needs; physical
needs must be met before other needs can be.
David McClelland-need for achievement, power,
and affiliation
Frederick Herzberg-hygiene factors (not happy if
you don’t have), and motivating factors (happy if
you do have).
Maslow’s Hierarchy of Needs
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-5
Share of 945 U.S. Companies Offering
Flexible Work Options
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-6
McClelland’s Achievement-Power-Affiliation
Theory
1. The need for achievement – the desire to
do something better than it has been done
before.
2. The need for power – the desire to control,
influence, or be responsible for other
people.
3. The need for affiliation – the desire to
maintain close and friendly personal
relationships.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-7
Herzberg’s Two-Factor Theory
Hygiene Factors
Company policy and
administration
Supervision
Relationship with
supervisor
Relationship with peers
Working conditions
Salary and benefits
Relationship with
subordinates
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-8
Motivating Factors
Opportunity for
achievement
Opportunity for
recognition
Work itself
Responsibility
Advancement
Personal growth
Process Theories
Process theories look at the process of
motivation instead of specific motivators.
Two major process theories:
Vroom’s expectancy-valency theory
Skinner’s reinforcement theory
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-9
Vroom’s Expectancy-Valence Theory
Victor Vroom decided that the degree to which
people are motivated to act in a certain way depends
on two things:
Valence – the value a person places on the outcome
of a particular behavior.
Expectancy – the perceived probability that the
behavior will lead to the outcome.
Instrumentality-the perceived probability that reward
will be received.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-10
Vroom’s Expectancy Valence
Theory
Perceived Likelihood of Outcome and Probability of it Resulting in
Reward
Perceived Value of Outcome
Strength of Motivation
Skinner’s Reinforcement Theory The reinforcement theory maintains that
people’s behavior is influenced largely by
the consequences of their past behavior.
Reinforcement theory implies that
supervisors can encourage or discourage a
particular kind of behavior by the way they
respond to the behavior.
Reinforce-give a desired consequence
Punish-give an unpleasant consequence
Motivating people to behave in certain ways is
behavior modification. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-12
Motivation Theories and the Law
Federal laws set requirements for overtime
pay, rest breaks, health insurance for
retirees, and many other areas.
The Family and Medical Leave Act can pose
a significant challenge to planning and
scheduling because of an employee’s leave.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-13
Money as a Motivator
When money motivates
Money motivates people when it meets their
needs.
Pay plans using financial incentives
Piecework system
Production bonus system
Commissions
Payments for suggestions
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-14
Group Incentive Plans
Profit-sharing plan
Under this kind of plan, the company
sets aside a share of its profits earned
during a given period and divides
these profits among the employees.
Gainsharing
The company encourages employees
to participate in making suggestions
and decisions about improving the way
the company or work group operates.
As performance improves, employees
receive a share of the greater
earnings.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-15
Group incentive plan
A financial incentive
plan that rewards a
team of workers for
meeting or exceeding
an objective.
Secrecy of Wage and Salary Information
In private (nongovernment) organizations,
employees generally do not know one another’s
earnings.
Government employees’ earnings are public
information.
In private organizations, a typical compromise
between maintaining privacy and sharing information
is for the organization to publish pay ranges so
employees know what they can potentially expect to
earn.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-16
How Supervisors Can Motivate Making work interesting-variety and employee
control
Job rotation
Job enlargement
Job enrichment
Having high expectations
Pygmalion effect-direct relationship between
expectations and performance. High expectations, high
performance.
Providing rewards that are valued
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-17
How Supervisors Can Motivate (continued)
Relating rewards to performance
The rewards a supervisor uses should be linked to employee
performance.
Rewards are most likely to motivate employees when the
employees view them as achievable.
Treating employees as individuals
A supervisor who wishes to succeed at motivating has to
remember that employees will respond in varying ways.
When a particular type of motivation does not seem to work
with an employee, a supervisor should try some other
motivator to see if it better matches the employee’s
needs.
Encourage employee participation in planning and decision
making- helps you to get to know what motivates them. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-18
Job Characteristics Rated Important by
U.S. Workers
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-19
How Supervisors Can Motivate (continued)
Encouraging employee participation
Employees tend to feel more committed when they can
contribute to decisions and solutions.
Asking subordinates for their advice about how tasks
should be accomplished is another way to increase
their involvement.
Providing feedback
Part of a supervisor’s job is to give employees
feedback about their performance.
Praise is an important kind of feedback.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11-20
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