1. MANAGEMENT
RICHARD L. DAFT

2. Motivating Employees
CHAPTER 17

3. Learning Outcomes
Define motivation and explain the difference between current approaches and traditional approaches to motivation.
Identify and describe content theories of motivation based on employee needs.
Identify and explain process theories of motivation.
Describe reinforcement theory and how it can be used to motivate employees.
Discuss major approaches to job design and how job design influences motivation.
Explain how empowerment heightens employee motivation.
Describe ways that managers can create a sense of meaning and importance for employees at work.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

4. Are You Engaged or Disengaged?
Employee Engagement
Most people begin new jobs with energy and enthusiasm
Employees can lose their drive
Motivated and engaged employees contribute to organizational success
But motivation is a challenge for managers….
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

5. Arousal, direction, and persistence of behavior
Concept of Motivation
Arousal, direction, and persistence of behavior
Employee motivation affects productivity.
A manager’s job is to channel motivation.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

6. Two Types of Rewards
Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.
Extrinsic rewards--given by another person.
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7. A Simple Model of Motivation
Motivation can lead to behaviors that reflect high performance within organizations.
High employee motivation is related to high organizational performance and profits.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

8. Content Perspectives on Motivation
These theories emphasize the needs that motivate people.
Hierarchy of Needs Theory
ERG Theory
Two-Factor Theory
Acquired Needs Theory
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9. Maslow’s Hierarchy of Needs
According to Maslow’s Theory, low-order needs take priority—they must be satisfied before higher-order needs are activated.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

10. Maslow’s Hierarchy of Needs
Once a need is satisfied, it declines in importance and the next higher need is activated
There are opportunities for fulfillment off the job and on the job in each of the five levels of needs
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11. ERG Theory ERG is a simplification of Maslow.
ERG is a simplification of Maslow.
Three categories of needs:
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.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

12. Two-Factor Motivation Theory
Two-Factor Motivation Theory
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13. Acquired Needs Theory
Need for Achievement. desire to accomplish something difficult, master complex tasks, and surpass others.
Need for Affiliation. desire to form close personal relationships, avoid conflict, and establish warm friendships.
Need for Power. desire to influence or control others.
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

14. Process Perspectives on Motivation
These theories explain how people select behavioral actions to meet their needs.
Goal-Setting Theory
Equity Theory
Expectancy Theory
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15. Goal-Setting
Specific, challenging targets significantly enhance people’s motivation and performance.
Managers can improve performance by setting specific goals.
Goal-setting theory requires:
Specific Goals
Difficult Goals
Acceptance
Feedback
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

16. Equity Theory
Focuses on individuals’ perceptions of how fairly they are treated compared with others
Motivated to seek social equity in the rewards they expect for performance
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

17. Methods for Reducing Perceived Inequities
Methods for Reducing Perceived Inequities
Change Work Efforts
Change Outcomes
Change Perceptions
Leave the Job
Employees evaluate the perceived equity of their rewards compared to others’.
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18. Expectancy Theory
Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards
Focuses on the thinking process that individuals use to achieve rewards
Based on the effort, performance, and desirability of outcomes
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19. Major Elements of Expectancy Theory
Valence – the value or attraction an individual has for an outcome
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20. Reinforcement Perspective on Motivation
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21. Job Design for Motivation
Job Design - application of motivational theories to the structure of work
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22. Job Design for Motivation
Job Simplification - improve task efficiency by reducing the number of tasks
Job Rotation - moving employees from one job to another to provide them with variety and stimulation
Job Enlargement - combining a series of tasks into one new, broader job to give employees variety and challenge
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

23. Job Design for Motivation
Job Enrichment - incorporating achievement, recognition, and other high- level motivators into the work
Work redesign – altering jobs to increase both the quality of employee’s work experience and their productivity
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24. Job Characteristics Model
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25. Innovative Ideas for Motivating
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26. Empowering People to Meet Higher Needs
Information - Employees receive information about company performance
Knowledge - Employees have knowledge and skills to contribute to company goals
Power - Employees have the power to make substantive decisions
Rewards - Employees are rewarded based on the company performance
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27. A Continuum of Empowerment
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28. Giving Meaning to Work Through Engagement
There is growing recognition that it is the behavior of managers that makes the biggest difference in whether people feel engaged at work.
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