11 chapter motivating and rewarding employees copyright ©2013 pearson education, inc. publishing as...
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11Chapter
Motivatingand RewardingEmployees
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-1
Learning Outcomes
After studying this chapter, you will be able to:
• Define and explain motivation.• Compare and contrast early theories of
motivation.• Compare and contrast contemporary theories
of motivation.• Discuss current issues in motivating
employees.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-2
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-3
What Is Motivation?
Key elements of motivation:•Energy as a measure of intensity or drive•Directed effort toward organization goals•Persistence in effort to achieve those goals
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-4
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-5
Early Theories of Motivation: Maslow’s Hierarchy of Needs
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-6
Maslow’s Hierarchy of Needs (cont.)
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-7
McGregor’s Theory X and Theory Y
• Theory X – Assumes workers have little ambition, dislike work, avoid responsibility, and need to be closely controlled.
• Theory Y – Assumes employees enjoy work, seek and accept responsibility, and exercise self-direction.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-8
Herzberg’s Two-Factor Theory
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-9
Herzberg’s Two-Factor Theory (cont.)
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-10
McClelland’s Three-Needs Theory
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-11
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-12
Contemporary Theories: Goal-Setting Theory
1. Working toward a goal is major job motivator.
2. Specific and challenging goals are superior motivators.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-13
Influences on Job Performance
Key influences on job performance:•Feedback•Goal commitment•Adequate self-efficacy•National culture
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-14
Job Design and Motivation
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-15
Job Design and Motivation (cont.)
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-16
Guidelines for Job Redesign
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-17
Equity Theory
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Expectancy Theory
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Integrating Motivation Theories
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-20
Integrating Motivation Theories (cont.)
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-21
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-22
Current Issues
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-23
Country Culture and Motivation
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-24
Country Culture and Motivation (cont.)
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-25
Motivating Unique Groups of Workers
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-26
Motivating Unique Groups of Workers (cont.)
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-27
Designing Appropriate Rewards Programs
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-28
Pay-for-Performance
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Low-Cost Rewards Programs
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-30
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 11-31
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