Chapter 14 Work Motivation Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

Learning Objectives After reading this chapter, you should be able to: 14.1 Learning Objectives After reading this chapter, you should be able to: Describe three general factors that influence employee’s motivation at work Explain how managers and their subordinates can use goals and rewards to improve performance State how job content and organizational context affect motivation Describe how individual differences in needs and motives can affect employees’ work Explain how several motivational forces may combine to influence an employees’ work satisfaction and performance Describe how understanding the dynamics of motivation can help managers improve employee performance

Three Approaches to Motivation 14.2 Three Approaches to Motivation Individual Differences Approach Treats motivation as a characteristic of the individual Job & Organization Approach Emphasizes the design of jobs and the general organizational environment Motivation Managerial Approach Focuses on behaviors of managers, in particular, their use of goals and rewards

Process of Reinforcement and Behavior Change 14.3 Process of Reinforcement and Behavior Change Consequence for Employee Future Behavior Response of Employee Stimulus Employee experiences a reward OR Employee avoids a negative consequence Situation experienced by employee Employee reacts by exhibiting behavior X OR Employee experiences negative consequence OR Employee experiences no consequences Adapted from Figure 14.1

Six Guidelines for Using Reinforcement Theory 14.4 Six Guidelines for Using Reinforcement Theory Don’t reward all individuals equally Failure to respond can also modify behavior Tell individuals what they can do to receive reinforcement Tell individuals what they are doing wrong Don’t punish in front of others Adapted from Table 14.1

Herzberg’s Two-Factor Theory 14.5 Herzberg’s Two-Factor Theory High Motivation No Motivation No Dissatisfaction Dissatisfaction Low High Low High Hygienes Motivators Adapted from Figure 14.2

Hackman & Oldham Job-Enrichment Model 14.6 Hackman & Oldham Job-Enrichment Model Five Job Characteristics Skill variety Task identity Task significance Autonomy Feedback Three Critical Psychological States Growth Need Strength Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of actual work results Personal and Work Outcomes High internal work motivation High quality work performance High satisfaction with the work Low absenteeism and turnover Adapted from Figure 14.3

Reducing Feelings of Inequity when Under-rewarded 14.7 Reducing Feelings of Inequity when Under-rewarded Increase Inputs Change compensation i.e. legal action Decrease inputs Distort reality Modify comparisons Leave the situation

Maslow’s Hierarchy of Needs 14.8 Maslow’s Hierarchy of Needs Self- Actualization Esteem Affiliation Security Physiological Adapted from Figure 14.4 4

ERG Model of Motivation 14.9 ERG Model of Motivation Frustration-Regression Satisfaction-Progression Growth Needs Relatedness Needs Existence Needs Adapted from Figure 14.5 5

The Integrative Expectancy Model 14.10 The Integrative Expectancy Model Value of reward Abilities and traits Intrinsic rewards Perceived equity Effort Performance Satisfaction Effort-reward link Role perceptions Extrinsic rewards Adapted from Figure 14.6

Guidelines for Managers 14.11 Guidelines for Managers Design jobs with high motivating potential State the behaviors and performance achievements that are desired and explain how they will be rewarded Provide frequent and constructive feedback Provide rewards for desired behaviors and outcomes Provide rewards that employees value Provide equitable rewards Diagnose and remove barriers to performance