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Chapter 12
Motivating Employees
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
A Simple Model of Motivation
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Hierarchy of Needs
Physiological Needs Safety Needs Belongingness Needs Esteem Needs Self-Actualization Needs
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Maslow’s Hierarchy of Needs
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Motivation Benefits of Job Flexibility
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Herzberg’s Two Factor Theory
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Acquired Needs
Need for achievement
Need for affiliation
Need for power
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Process Perspectives on Motivation
How people select behavioral actions
Goal Setting Theory
Equity Theory
Expectancy Theory
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Goal Setting Theory• Increase motivation by setting goals
• Key components of the theory:– Goal specificity
– Goal difficulty
– Goal acceptance
– Feedback
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Major Elements of Expectancy Theory
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Changing Behavior w/ Reinforcement
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Design for Motivation
Job Simplification
Job Rotation
Job Enlargement
Job Enrichment
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Types of Job Design
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Job Characteristics Model
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
New Motivational Compensation Programs
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
A Continuum of Empowerment
(c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Giving Meaning to Work Through Engagement
• Instill a sense of support and meaning
• Help employees obtain intrinsic reward
• Focus on learning, contribution and growth