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Motivating Employees: Achieving Superior Performance in the Workplace
Chapter Twelve Motivating Employees: Achieving Superior Performance in the Workplace
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Motivation Motivation: may be defined as the psychological processes that arouse and direct goal-directed behavior. A Simple Model of Motivation Unfulfilled Need Motivation BehaviorS Rewards Feedback Extrinsic and Intrinsic Rewards Extrinsic reward: is the payoff such as money, a person receives from others for performing a particular task. Intrinsic reward: is the satisfaction such as a feeling of accomplishment a person receives from performing a particular task. You Want to Motivate People To: Join your organization Stay with your organization Show up for work at your organization Perform better for your organization Do extra for your organization
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Needs Theories: Maslow
The hierarchy of needs theory: proposes that people are motivated by five levels of needs: 1) physiological, 2) safety, 3) belongingness, 4) esteem, and 5) self-actualization. Maslow’s Hierarchy of Needs Self- Actualization Needs 4. Esteem Needs 3. Belongingness Needs 2. Safety Needs 1. Physiological Needs
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Needs Theories: Herzberg
Two-factor theory: proposed that work satisfaction and dissatisfaction arise from two different factors— work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors. Hygiene and Motivating Factors Hygiene factors: factors associated with job dissatisfaction. Motivating factors: factors associated with job satisfaction Herzberg’s Two-Factor Theory : Satisfaction versus Dissatisfaction Motivating Factors: “What will make my people satisfied?” No Satisfaction Satisfaction Neutral area: neither satisfied nor dissatisfied Dissatisfaction No dissatisfaction Hygiene Factors: “What will make my people dissatisfied?”
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Power Achieve- ment Affiliation Power Achieve- ment
Needs Theories: McClelland Acquired needs theory: states that three needs are major motives determining people’s behavior in the workplace: Need for achievement Need for affiliation Need for power McClelland’s Three Needs Power Achieve- ment Affiliation A “well-balanced individual” Power A “control freak” Achieve- ment Affiliation
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5. Self- actualization needs
A Comparison of Needs Theories: Maslow, Herzberg, and McClelland Maslow Herzberg McClelland Self-actualization Esteem Belongingness Safety Physiological Motivating factors Hygiene factors Achievement Power Affiliation Higher level needs 5. Self- actualization needs Lower level needs Process Perspectives: Vroom Expectancy theory: suggests that people are motivated by two things: 1) how much they want something and 2) how likely they think they are to get it. Three Parts: Expectancy Instrumentality Valence
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Expectancy Theory: The Major Elements
Effort Performance Outcomes …in order to achieve.. …so that I can realize.. Expectancy Instrumentality Valence Using Expectancy Theory to Motivate Employees What rewards do your employees value? What are the job objectives and the performance level you desire? Are the rewards linked to performance? Do employees believe you will deliver the right rewards for the right performance? Process Perspectives: Equity Equity theory: focuses on employee perceptions as to how fairly they think they are being treated compared to others.
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Equity Theory: How People Perceive They are Being Treated
My Inputs Their Inputs My inputs are compared with other employee’s inputs My Outputs Their Outputs My outputs are compared with other employee’s inputs Comparison “How does it seem the ratio of my inputs and outputs compares with the ratio of theirs? Are they fair (equity) or unfair (inequity)?” Equity is perceived Inequity is perceived
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Some Ways Employees Try to Reduce Inequity
They will reduce their inputs They will try to change the outputs or rewards they receive They will distort the inequity They will change the object of comparison They will leave the situation Process Perspectives: Goal Setting Theory Goal setting theory: suggests that employees can be motivated by goals that are specific and challenging but achievable. Three Elements of Goal-Setting Theory Goals should be specific Goals should be challenging Goals should be achievable Using Goal-Setting Theory to Motivate Employees Set jointly with the employee Are measurable Have a target date for attainment McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
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Reinforcement Perspectives
Reinforcement: is anything that causes a given behavior to be repeated or inhibited. Positive reinforcement Negative reinforcement Extinction punishment Four Types of Reinforcement Manager’s type of reinforcement Resulting employee behavior What the manager wants What the employee does Increases chances behavior will be repeated Positive Reinforcement Rewards employee improvement Negative Avoids employee reprimand Improved employee performance Improved employee performance
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Manager’s type of reinforcement Resulting employee behavior
What the manager wants What the employee does Extinction Withholds employee rewards: “no praise, raises or Promotion” Punishment Reprimands and disciplines employee: “I’m docking your pay” Reduces chances behavior will be repeated behavior will be repeated Improved employee performance Employee performance not improved Motivation Through Job Design Job Design: the division of an organization’s work among its employees and the application of motivational theories to jobs to increase satisfaction. The Job Characteristics Model Job characteristics model: consists of five core job characteristics that affect three psychological states of an employee that in turn affect work outcomes—the employee’s motivation, performance and satisfaction. Characteristics: Skill variety Task identity Task significance Autonomy Feedback
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The Job Characteristics Model
Five core job characteristics Three psychological states Work outcomes Skill variety Experienced meaningfulness of job High work Motivation Performance Satisfaction Low absenteeism & turnover Task identity Task significance Experienced responsibility for work outcomes Autonomy Knowledge of actual results of work Feedback Contingency Factors
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Popular Incentive Compensation Plans
Pay for Performance Bases pay on one’s results Bonuses Are cash awards given to employees who achieve specific performance Profit-Sharing The distribution to employees a percentage of the company’s profits Gain sharing The distribution of savings or “gains” to groups of employees who reduced costs and increased measured productivity Stock options Certain employees are given the right to buy stock at a future date for a discounted prices Pay for knowledge Ties employees pay to the number of job relevant skills or academic degrees they earn McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
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