1. Chapter 8 MOTIVATING FOLLOWERS

2. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Chapter Outcomes Define motivation. Identify and define five personality characteristics relevant to understanding the behavior of employees. Explain the elements and the focus of the three early theories of motivation. Identify the characteristics that stimulate the achievement drive in high achievers. Identify the three relationships in expectancy theory that determine an individual’s level of effort. List actions a supervisor can take to maximize employee motivation. Describe how supervisors can design individual jobs to maximize employee performance. Explain the effect of workforce diversity on motivating employees.

3. 3 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 8–1 Needs and motivation.

4. 4 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 8–2 Maslow’s hierarchy-of-needs theory. Source: Instructional Communications Centre, McGill University, Montreal, Canada. Reprinted with permission.

5. 5 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. McGregor’s Theory X—Theory Y Theory X Employees dislike and avoid work Must be coerced and controlled Avoid responsibility Place security above all else Theory Y Employees view work as a natural state Exercise self-control and direction Accept and seek responsibility Have ability to make good decisions

6. 6 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 8–4 Contrasting views of satisfaction/dissatisfaction.

7. 7 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 8–5 Equity theory.

8. 8 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 8–6 Expectancy theory.

9. 9 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Creating a motivating atmosphere at work Recognize individual differences. Match people to jobs. Set challenging goals. Encourage participation. Individualize rewards. Link rewards to performance. Check for equity. Don’t ignore money.

10. 10 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. EXHIBIT 8–7 Examples of high and low levels of job characteristics.

11. 11 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Flow in the workplace Flow often occurs when: One’s skills are appropriately matched by challenges. Concentration is intense. Concept of self disappears and one loses a sense of time. The activity is so rewarding it is undertaken for its own sake.

12. 12 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Motivation challenges for today’s supervisors Motivating a diverse workforce Paying for performance Motivating minimum-wage employees Motivating professional and technical employees Employee stock ownership plans