BM 12 daft7e ppt_ch12

Chapter 12

Motivating Employees

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The Concept of Motivation• Motivation - the arousal, direction, and

persistence of behavior

• Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence

• Employee motivation affects productivity

• A manager’s job is to channel motivation toward the accomplishment of goals

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A Simple Model of Motivation

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Content Perspectives on MotivationIf managers understand employees’ needs, they can design appropriate reward systems – Needs motivate people

– Needs translate into an internal drive that motivates behavior

– People have a variety of needs

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The Hierarchy of Needs

Physiological Needs Safety Needs Belongingness Needs Esteem Needs Self-Actualization Needs

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Maslow’s Hierarchy of Needs

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Erg Theory Existence needs - the needs for physical

well-being Relatedness needs - the needs for

satisfactory relationships with others Growth needs - the needs that focus on the

development of human potential and the desire for personal growth

frustration–regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need

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The Motivation Benefits of Job Flexibility

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A Two-Factor Approach to MotivationHygiene factors - presence or absence of job dissatisfiers:

Working conditionsPayCompany policies Interpersonal relationships

Motivators - job satisfaction based on fulfillment of high-level needs:

AchievementRecognitionResponsibilityOpportunity for growth

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Herzberg’s Two Factor Theory

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Acquired Needs

Need for achievement

Need for affiliation

Need for power

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Process Perspectives on Motivation

How people select behavioral actions

Goal Setting Theory

Equity Theory

Expectancy Theory

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Goal Setting Theory• Increase motivation by setting goals

• Key components of the theory:– Goal specificity

– Goal difficulty

– Goal acceptance

– Feedback

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Equity Theory• Individual perceptions of fairness• Perceived inequity can be reduced by:– Change work effort– Change outcomes– Change perception– Leave the job

• Inequity occurs when the input-to-outcome ratios are out of balance

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Expectancy Theory• Motivation depends on individuals’

expectations about their ability to perform tasks and receive desired rewards

• E – P: putting effort into a given task will lead to high performance

• P – O: successful performance of a task will lead to the desired outcome

• Valence – the value or attraction an individual has for an outcome

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Major Elements of Expectancy Theory

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Reinforcement Perspective on Motivation

Behavior ModificationReinforcement theory

techniques used to modify behavior

ReinforcementAn act that causes a

behavior to be repeated or inhibited

Law of EffectPositively reinforced behavior tends to be

repeated and unreinforced behavior

inhibited

Positive Reinforcement

Pleasant and rewarding consequences followed

a desired behavior

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Changing Behavior w/ Reinforcement

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Job Design for Motivation

Job Simplification

Job Rotation

Job Enlargement

Job Enrichment

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Types of Job Design

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The Job Characteristics Model

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Innovative Ideas for Motivating• Organizations are using various types of

incentive compensation to motivate employees to higher levels of performance

• The most effective motivational programs typically involve much more than money or other external rewards

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Empowering People to Meet Higher NeedsEmployees receive information about

company performanceEmployees have knowledge and skills to

contribute to company goalsEmployees have the power to make

substance decisionsEmployees are rewarded based on company

performance

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New Motivational Compensation Programs

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A Continuum of Empowerment

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Giving Meaning to Work Through Engagement

• Instill a sense of support and meaning

• Help employees obtain intrinsic reward

• Focus on learning, contribution and growth