Motivating and Rewarding Employeescontents.kocw.net/KOCW/document/2016/chungang/huryeon/8.pdf · McClelland’s Three-Needs Theory employees can be trained to stimulate their achievement

© Pearson Education Limited 2015 11-1

Chapter11Motivating and Rewarding Employees

Learning Outcomes

• Define and explain motivation.

• Compare and contrast early theories of motivation.

• Compare and contrast contemporary theories of motivation.

• Discuss current issues in motivating employees.



11.1Define and explain

motivation.

What is Motivation? : the process by which a

person’s efforts are energized, directed, and sustained toward attaining a goal

• Three Key elements:

1. Energy : a measure of intensity or drive

2. Direction : toward, and consistent with, organizational

goals.

3. Persistence : keep putting forth effort to achieve

those goals.



11.2Compare and

contrast early

theories of

motivation.

Maslow’s Hierarchy of Needs


Security & protection

from harm

food, drink, shelter, sex, sleep,

and other physical requirements

affection, belongingness, acceptance, and friendship

internal esteem factors such as

self-respect, autonomy, and

achievement, and external esteem

factors such as status, recognition,

and attention

McGregor’s Theory X and Theory Y

Theory X:

•Little ambition

•Dislike work

•Avoid responsibility

•Must be closely controlled

Theory Y:

•Enjoy work

•Seek and accept responsibility

•Exercise self-direction


Unfortunately, no evidence confirms that either set of assumptions is

valid or that being a Theory Y manager is the only way to motivate

employees

Herzberg’s Two-Factor Theory


Satisfaction vs. Dissatisfaction


He stated that removing dissatisfying characteristics from a job would

not necessarily make that job more satisfying (or motivating)

McClelland’s Three-Needs Theoryemployees can be trained to stimulate their achievement need by being in situations where they have personal responsibility, feedback, and moderate risks.


Three acquired needs are work motives:

1. Need for achievement(nAch) - the drive to

succeed and excel in relation to a set of standards

2. Need for power(nPow) - the need to make others

behave in a way that they would not behave otherwise

3. Need for affiliation(nAff) - the desire for friendly

and close interpersonal relationships.

The other two needs in this theory haven’t been researched as extensively.


11.3 Compare and

contrast

contemporary

theories of

motivation : goal-setting theory, job design theory, equity theory, and expectancy theory.

Goal-Setting Theory


Self-efficacy refers to an individual’s

belief that he or she is capable of

performing a task

people do better if they get

feedback on how well

they’re progressing toward

their goals

Influences on Job Performance


• Feedback

• Goal commitment

• Adequate self-efficacy

• National culture

Job Characteristics Model(JCM)


This model can help managers design jobs that motivate

Feel

Important,

valuable,

worthwhile

Job Design and Motivation


Internal rewards are obtained when an employee learns that he or she personally has performed well on a task he or she cares about.

Guidelines for Job Redesign(omit)


Equity Theory


Distributive justice is the perceived fairness of the amount and

allocation of rewards among individuals. Procedural justice is the

perceived fairness of the process used to determine the distribution of

rewards.

Expectancy Theory : an individual tends to act in a certain

way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.


Integrating Motivation Theories


goal-setting theory

Expectancy theory

need theories


11.4Discuss current

issues in motivating

employees.

Current Issues


issues—motivating in tough economic circumstances,

managing cross-cultural challenges, motivating unique

groups of workers, and designing appropriate rewards

programs.

Country Culture and Motivation


Managers can’t assume that motivational programs that work in one geographic location are going to work in others.

Think Maslow’s need hierarchy; achievement need

Cross-Cultural Differences & Consistencies


Equity theory- workers are highly sensitive to equity in reward allocations

Two-factor theory- by Herzberg - universal to some degree

Unique Groups of Workers


Motivating:

1. Diverse employees – consider flexibility

2. Professionals - professionals is different from

motivating nonprofessionals. Professionals have a strong and long-term commitment to their field of expertise, they need to keep current and regularly update their knowledge, and, because of their commitment to their profession, they work beyond a 40-hour week.

3. Contingent workers- might be motivated by the

opportunity to become a permanent employee or an

opportunity for training.

Designing Appropriate Rewards Programs


• Open-book management : opening up the

financial statements (the “books”) so that employees will be motivated to make better decisions about their work and be better able to understand the implications of what they do

• Employee recognition programs can motivate

employees by providing personal attention and expressions of interest, approval, and appreciation for a job well done

Pay-for-Performance : making some or all an

employee’s pay conditional on some performance

–variable compensation plans (Piece-rate pay plans based on workers’ productivity, wage incentive plans, profit-sharing, and lump sum bonuses )


Low-Cost Rewards Program


• Clarify role in organization

• Keep communication open

• Show individual company cares

11-28© Pearson Education Limited 2015


Chapter12Leadership and Trust

Learning Outcomes

• Define leader and leadership.

• Compare and contrast early leadership theories.

• Describe the four major contingency leadership theories.

• Describe modern views of leadership and the issues facing today’s leaders.

• Discuss trust as the essence of leadership.



12.1Define leader and

leadership.

Leaders and Leadership


Leader:

Someone who can influence others and who has managerial authority.

Leadership:

The process of leading a group and influencing that group to achieve its goals.


12.2Compare and

contrast early

leadership

theories.

Trait Theories of Leadership


What Traits Do Leaders Have?


Behavioral Theories of Leadership


University of Iowa and Ohio State Studies


University of Michigan Study and Managerial Grid


Situational Leadership


Which leadership styles might be suitable in different situations, and what are those different situations?


12.3Describe the four

major contingency

leadership

theories.

Least-Preferred Coworker Questionnaire


The Fiedler Model


Situational Leadership Theory


Why does a leadership theory focus on the followers?

What does readiness mean?

Situational Leadership Theory (cont.)


1. Telling (high task–low relationship), in which the leader defines roles and tells people what, how, when, and where to do various tasks;

2. Selling (high task–high relationship), in which the leader provides both directive and supportive behavior;

3. Participating (low task–high relationship), in which the leader and followers share in decision making and the main role of the leader is facilitating and communicating;

4. Delegating (low task–low relationship), in which the leader provides little direction or support.

The final component in the model is the four stages of follower readiness:• R1: People are both unable and unwilling to take responsibility for doing

something. Followers aren’t competent or confident.• R2: People are unable but willing to do the necessary job tasks. Followers are

motivated but lack the appropriate skills.• R3: People are able but unwilling to do what the leader wants. Followers are

competent but don’t want to do something.• R4: People are both able and willing to do what is asked of them.

• SLT essentially views the leader-follower relationship like that of a parent and a child, in which a parent needs to relinquish control when a child becomes more mature and responsible. As followers reach higher levels of readiness, the leader responds not only by decreasing control over their activities but also by decreasing relationship behaviors.


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Motivating and Rewarding Employeescontents.kocw.net/KOCW/document/2016/chungang/huryeon/8.pdf · McClelland’s Three-Needs Theory employees can be trained to stimulate their achievement