17-1 Copyright 2005 Prentice-Hall Chapter 17 Motivating Others Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright 2005 Prentice-Hall 17-2 Copyright 2005 Prentice-Hall Learning Objectives Know How to Motivate People to join and stay in the organization Provide Incentives that Motivate People to Perform Diagnose Sources of Performance Problems Apply Appropriate Methods to Motivate Employees to Perform Better 17-3 Copyright 2005 Prentice-Hall Managers Need to Motivate People to: Stay on the Job Perform at Their Best 17-4 Copyright 2005 Prentice-Hall Motivation Consists of a conscious decision to direct effort in an activity to achieve a goal that will satisfy a predominate need 17-5 Copyright 2005 Prentice-Hall Three Elements of Motivation 1)Some need, motive, or goal that triggers action 2)Selection process that directs the choice of action 3)Intensity of effort that is applied to the chosen action 17-6 Copyright 2005 Prentice-Hall What Motivates Workers to Stay on the Job? The Opportunity to Learn New Skills Coaching and Feedback from Superiors More Challenging Work Recognition for Good Work Participation in Decisions That Affect Them Sympathetic Understanding of Personal Problems 17-7 Copyright 2005 Prentice-Hall What Motivates People to Perform Well on the Job? Performance Ability Motivation 17-8 Copyright 2005 Prentice-Hall Determinants of Task Performance Performance = Ability x Motivation Ability = Aptitude x Training x Resources Motivation = Desire x Commitment 17-9 Copyright 2005 Prentice-Hall Basic Needs Physiological Needs Safety Needs Social Needs Esteem Needs Self-Actualization Needs 17-10 Copyright 2005 Prentice-Hall Maslows Hierarchy of Needs 17-11 Copyright 2005 Prentice-Hall Learned Needs The Achievement Motive The Power Motive The Affiliation Motive 17-12 Copyright 2005 Prentice-Hall Achievement Motive Achievers prefer a moderate level of difficulty or challenge. High achievers like to feel they are in reasonable control of an outcome. Achievement-motivated people like to receive frequent and specific feedback. 17-13 Copyright 2005 Prentice-Hall Power Motive Find satisfaction from being in charge and controlling and influencing others 17-14 Copyright 2005 Prentice-Hall Power Motive Personal-power boss Versus High institutional power needs 17-15 Copyright 2005 Prentice-Hall Affiliation Motive Find satisfaction in the quality of their social and interpersonal relationships 17-16 Copyright 2005 Prentice-Hall How Do Goals Enhance Motivation? Participation in Goal Setting Characteristics of Effective Goals Clear Specific Challenging 17-17 Copyright 2005 Prentice-Hall Expectancies About Effort, Performance, and Rewards Affect Work Motivation? Does how hard I try really affect my performance? Are personal consequences linked to my performance? Do I value the consequences that occur? 17-18 Copyright 2005 Prentice-Hall How Does the Nature of Rewards Affect Motivation? Extrinsic Rewards Intrinsic Rewards 17-19 Copyright 2005 Prentice-Hall Equity Theory Ratio of Personal Outcomes to Inputs External Comparisons Comparisons to Specific Other Individuals Comparisons to Another Reference Group Comparisons to General Occupational Classifications Adjusting for Equity Gaps 17-20 Copyright 2005 Prentice-Hall Methods of Motivating Employees Enhance Commitment to Goals Strengthen Effort-performance-reward Expectancies Clarify Performance-reward Linkages Provide Performance Feedback Provide Salient Rewards 17-21 Copyright 2005 Prentice-Hall Reinforce the Right Behavior Behavior Modification Positive Reinforcement Negative Reinforcement Punishment Extinction 17-22 Copyright 2005 Prentice-Hall Methods of Motivating Employees Reward in a Timely Manner Continuous Reinforcement Intermittent Reinforcement Administer Rewards Equitably 17-23 Copyright 2005 Prentice-Hall Motivate Intrinsically Empower Employees to Achieve Make Opportunities to Learn Available 17-24 Copyright 2005 Prentice-Hall Tie Pay to Performance Piecework or Standard-hour Systems Merit Pay Bonus and Profit-sharing Plans Gainsharing Plans 17-25 Copyright 2005 Prentice-Hall Redesign Jobs Combine Tasks Load Jobs Vertically Open Feedback Channels Establish Client Relationships Form Natural Work Teams