1. Chapter Twelve Motivating Job Performance
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2. Chapter Objectives
Explain the motivational lessons taught by Maslow’s theory, Herzberg’s theory, and expectancy theory.
Describe how goal setting motivates performance.
Discuss how managers can improve the motivation of personnel who perform routine tasks.
Explain how job enrichment can be used to enhance the motivating potential of jobs.
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3. Chapter Objectives (cont’d)
Distinguish extrinsic rewards from intrinsic rewards and list four rules for administering extrinsic rewards effectively.
Explain how employee engagement and retention programs, open-book management, and self-managed teams promote employee participation.
Explain how companies are striving to motivate today’s diverse workforce with quality-of-work-life programs.
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4. Motivation Theories Motivation Theories of Motivation
The psychological process that gives behavior purpose and direction
Theories of Motivation
Maslow’s hierarchy of needs theory
Herzberg’s two-factor theory
Expectancy theory
Goal-setting theory
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5. Figure 12.1: Individual Motivation and Job Performance
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6. Maslow’s Hierarchy of Needs Theory
People have needs, and when one need is relatively fulfilled, others emerge in predictable sequence to take its place.
Maslow’s Hierarchy of Needs
Physiological needs: food, water, sleep, and sex
Safety needs: safety from the elements and enemies
Love needs: desire for love, affection, and belonging
Esteem needs: self-perception as a worthwhile person
Self-actualization: becoming all that one can become
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7. Figure 12.2: Maslow’s Hierarchy of Needs Theory
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8. Self-Actualizing Manager
Characteristics of the Self-Actualizing Manager
Has warmth, closeness, and sympathy
Recognizes and shares negative information and feelings
Exhibits trust, openness, and candor
Does not achieve goals by power, deception, or manipulation
Does not project own feelings, motivations, or blame onto others
Does not limit horizons; uses and develops body, mind, and senses
Is not rationalistic; can think in unconventional ways
Is not conforming; regulates behavior from within
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9. Relevance of Maslow’s Theory for Managers
Beyond physical and safety needs, managers cannot predict which of the three highest needs will emerge.
A fulfilled need does not motivate an individual.
Effective managers can anticipate emerging needs based on individual need profiles and provide opportunities for fulfillment.
The esteem level of needs satisfied by jobs and recognition provides managers with the greatest opportunity to motivate better performance.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

10. Herzberg’s Two-Factor Theory
Herzberg’s two-factor theory is a theory of motivation based on job satisfaction.
A satisfied employee is motivated from within to work harder.
A dissatisfied worker is not self-motivated to work.
Conclusion: Enriched jobs are the key to self-motivation.
Dissatisfiers: Factors associated with the job context or work environment
Satisfiers: Factors associated with the nature of the task itself (job content)
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11. Table 12.1: Herzberg’s Two-Factor
Theory of Motivation
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12. Implications of Herzberg’s Theory
Satisfaction is not the opposite of dissatisfaction.
There is a need to think carefully about what motivates employees.
Meaningful, interesting, and challenging (enriched) work is needed to satisfy and motivate employees.
Problems with Theory
Assumption of job performance improving with satisfaction is weakly, at best, supported.
One person’s dissatisfier is another person’s satisfier.
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13. Expectancy Theory (Vroom)
Vroom’s theory is a model that assumes that motivational strength is determined by the perceived probabilities of success.
Expectancy: One’s subjective belief or expectation that one thing will lead to another
A Basic Expectancy Model
One’s motivational strength increases as one’s perceived effort-performance and performance-reward probabilities increase the likelihood of obtaining a valued reward.
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14. Figure 12.3: A Basic Expectancy Model
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15. Relevance of Expectancy
Theory to Managers
Employee expectations can be influenced by managerial actions and organizational experience.
Training increases employee confidence in their efforts to perform.
Listening provides managers with insights into employees’ perceived performance-reward probabilities.
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16. Goal-Setting Theory
Goal setting is the process of improving performance with objectives, deadlines, or quality standards.
A General Goal-Setting Model
A goal creates “constructive discontent”.
Properly conceived goals trigger a motivational process that improves performance.
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17. Figure 12.4: A Model of How Goals Can Improve Performance
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18. Goal-Setting Theory (cont’d)
Personal Ownership and Effective Goals:
Specificity makes goals measurable
Difficulty makes goals challenging
Participation gives personal ownership of the goal
How Do Goals Actually Motivate?
Exercises in selective perception
Encourage effort to achieve something specific
Encourage persistent effort
Foster creation of strategies and action plans
Practical Implications of Goal-Setting Theory
The developed ability to effectively set goals can be transferred readily to any performance environment.
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19. Motivation Through Job Design
The delineation of task responsibilities as dictated by organizational strategy, technology, and structure
Strategy One: Fitting People to Jobs
Realistic job previews: Honest explanations of what a job actually entails
Job rotation: Moving people from one specialized job to another
Limited exposure: Using an incentive such as contingent time off (CTO) to motivate performance
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20. Motivation Through Job Design (cont’d)
Strategy Two: Fitting Jobs to People
Job enlargement: Combining two or more specialized tasks to increase motivation
Job enrichment: Redesigning jobs to increase their motivation potential
Five Core Dimensions of Work
Skill variety
Task identity
Task significance
Autonomy
Job feedback
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21. Figure 12.5: How Job Enrichment Works
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22. Motivation Through Rewards
Material and psychological payoffs for working
Extrinsic Rewards
Payoffs granted to the individual by other people: money, employee benefits, promotions, recognition, status symbols, and praise
Intrinsic Rewards
Self-granted and internally experienced payoffs: sense of accomplishment, self-esteem, and self-actualization
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23. Motivation Through Rewards (cont’d)
Employee Compensation
Money is the universal extrinsic reward
There is no single best compensation plan
Key words: flexible and varied
Improving Performance with Extrinsic Rewards
Satisfy individual operative needs
Foster positive expectations
Ensure equitable distribution
Reward results
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24. Table 12.2: Guide to Employee Compensation Plans
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25. Table 12.2: Guide to Employee Compensation Plans (cont’d)
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26. Figure 12.6: Personal and Social Equity
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27. Figure 12.6: Personal and Social Equity (cont’d)
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28. Motivation Through Employee Participation
Participative Management
Empowering employees to assume greater control of the workplace
Setting goals
Making decisions
Solving problems
Designing and implementing organizational changes
Three approaches to participation
Establish a survey-driven process
Analyze survey data department by department
Address problems head on
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29. Motivation Through Employee Participation (cont’d)
Open Book Management
Sharing key financial data and profits with employees who are trained and empowered
Self-Managed Teams
High-performance teams that assume traditional managerial duties such as staffing and planning
Jobs are vertically loaded
Manager resistance is the number one barrier
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30. Figure 12.7: The Four STEP Approach to Open-Book Management
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31. Keys to Successful Employee Participation Programs
Building Employee Support for Participation
A profit-sharing or gain-sharing plan
A long-term employment relationship with good job security
A concerted effort to build and maintain group cohesiveness
Protection of the individual employee’s rights
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

32. Motivation Through Quality-of-Work-Life Programs
Flexible Work Schedules
Flextime: Allows employees to choose their own arrival and departure times within specified limits
Expanded concept of flextime
Reduced time, paid leaves, telecommuting
Compressed workweeks
Semipermanent and permanent part-time
Job sharing
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33. Figure 12.8: Flextime in Action
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34. Motivation Through Quality-of-Work-Life Programs (cont’d)
Family Support Services
Family-friendly companies: Recognize and accommodate employees’ non-work lives and priorities
Top Five Family-Friendly Benefits
Dependent care flexible spending accounts
Flextime
Generous family leave
Telecommuting on a part-time basis
Compressed work weeks
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35. Quality-of-Work-Life Programs
Wellness Programs
Employer-provided programs to help employees cope with stress and burnout
Sabbaticals
Giving long-term employees extended periods of paid time off to refresh themselves and bolster their motivation and loyalty
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36. Summary
Maslow’s hierarchy of needs contends that people are motivated by emerging rather than fulfilled needs. Herzberg believes that the key to true satisfaction is an enriched job. Expectancy theory argues that motivation is the product of perceived probabilities of acquiring personally valued rewards.
Goals can be an effective motivational tool when they are specific, difficult, participatively set, and accompanied by feedback on performance.
Managers can counteract the boredom associated with routine-task jobs through realistic job previews, job rotation, and limited exposure.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

37. Summary (cont’d)
Job enrichment helps to meet individual needs for meaningfulness, responsibility, and knowledge of results.
Both extrinsic and intrinsic rewards can have a positive impact on performance and satisfaction.
Participative management programs foster direct employee involvement in one or more of the following areas: goal setting, decision making, problem solving, and change implementation.
Quality-of-work-life programs are being used to accommodate and motivate today’s diverse workforce.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

38. Terms to Understand Motivation Rewards Expectancy theory
Goal setting
Job design
Realistic job previews
Job rotation
Contingent time off
Job enlargement
Job enrichment
Rewards
Extrinsic rewards
Intrinsic rewards
Cafeteria compensation
Participative management
Open-book management
Self-managed teams
Flextime
PTO Bank
Family-friendly companies
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.