1. Chapter 16
Motivating Employees

2. The Concept of Motivation
Motivation - the arousal, direction, and persistence of behavior
Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence
Employee motivation affects productivity
A manager’s job is to channel motivation toward the accomplishment of goals
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3. 16.1 A Simple Model of Motivation
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4. Content Perspectives on Motivation
If managers understand employees’ needs, they can design appropriate reward systems
Needs motivate people
Needs translate into an internal drive that motivates behavior
People have a variety of needs
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5. 16.2 Maslow’s Hierarchy of Needs
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6. Existence needs - the needs for physical well-being
ERG Theory
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
frustration–regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need
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7. 16.3 The Motivational Benefits of Job Flexibility
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8. 16.4 Herzberg’s Two-Factor Theory
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9. Acquired Needs Need for achievement Need for affiliation
Need for power
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10. Process Perspectives on Motivation
How people select behavioral actions
Goal Setting Theory
Equity Theory
Expectancy Theory
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11. Increase motivation by setting goals Key components of the theory:
Goal Setting Theory
Increase motivation by setting goals
Key components of the theory:
Goal specificity
Goal difficulty
Goal acceptance
Feedback
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12. Individual perceptions of fairness
Equity Theory
Individual perceptions of fairness
Perceived inequity can be reduced by:
Changing work effort
Changing outcomes
Changing perception
Leaving the job
Inequity occurs when the input-to-outcome ratios are out of balance
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13. Expectancy Theory
Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards
E – P: putting effort into a given task will lead to high performance
P – O: successful performance of a task will lead to the desired outcome
Valence – the value or attraction an individual has for an outcome
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14. 16.5 Major Elements of Expectancy Theory
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15. Reinforcement Perspective on Motivation
Behavior Modification
Reinforcement theory techniques used to modify behavior
Reinforcement
An act that causes a behavior to be repeated or inhibited
Law of Effect
Positively reinforced behavior tends to be repeated and unreinforced behavior inhibited
Positive Reinforcement
Pleasant and rewarding consequences following a desired behavior
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16. 16.6 Changing Behavior with Reinforcement
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17. Social Learning Theory
Individual’s motivation can result from thoughts, beliefs, and observations
Vicarious learning – observational learning from seeing others’ behaviors and rewards
Self-reinforcement – motivating yourself by reaching goals and providing positive reinforcement for yourself
Self-efficacy – belief about your own ability to accomplish tasks
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18. Job Design for Motivation
Job Simplification
Job Rotation
Job Enlargement
Job Enrichment
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19. 16.7 The Job Characteristics Model
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20. Skill variety Task identity Task significance Autonomy Feedback
Core Job Dimensions
Dimensions that determine a job’s motivational potential:
Skill variety
Task identity
Task significance
Autonomy
Feedback
Based on:
Critical Psychological States
Personal and Work Outcomes
Employee Growth-Need Strength
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21. Innovative Ideas for Motivating
Organizations are using various types of incentive compensation to motivate employees to higher levels of performance
Variable compensation is a key motivational tool
Incentive plans can backfire
They should be combined with motivational ideas and intrinsic rewards
Incentives should reward the desired behavior
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22. 16.8 New Motivational Compensation Programs
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23. Empowering People to Meet Higher Needs
Employees receive information about company performance
Employees have knowledge and skills to contribute to company goals
Employees have the power to make substance decisions
Employees are rewarded based on company performance
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24. 16.9 A Continuum of Empowerment
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25. Giving Meaning to Work through Engagement
Instill a sense of support and meaning
Help employees obtain intrinsic reward
Focus on learning, contribution, and growth
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