chapter 16 motivating employees. the concept of motivation motivation - the arousal, direction, and...

Chapter 16Motivating Employees

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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16.1 A Simple Model of Motivation

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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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16.2 Maslow’s Hierarchy of Needs

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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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16.3 The Motivational Benefits of Job Flexibility

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16.4 Herzberg’s Two-Factor Theory

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Acquired Needs

Need for achievement

Need for affiliation

Need for power

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Process Perspectives on Motivation

How people select behavioral actions

Goal Setting Theory

Equity Theory

Expectancy Theory

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Goal Setting Theory

• Increase motivation by setting goals

• Key components of the theory:» Goal specificity

» Goal difficulty

» Goal acceptance

» Feedback

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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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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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16.5 Major Elements of Expectancy Theory

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Reinforcement Perspective on Motivation

Behavior ModificationReinforcement theory

techniques used to modify behavior

ReinforcementAn act that causes a

behavior to be repeated or inhibited

Law of EffectPositively reinforced behavior tends to be

repeated and unreinforced behavior

inhibited

Positive Reinforcement

Pleasant and rewarding consequences

following a desired behavior

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16.6 Changing Behaviorwith Reinforcement

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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

Social Learning Theory

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Job Design for Motivation

Job Simplification

Job Rotation

Job Enlargement

Job Enrichment

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16.7 The Job Characteristics Model

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Dimensions that determine a job’s motivational potential:

Skill variety Task identity Task significance Autonomy Feedback

Core Job Dimensions

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Based on:

→ Critical Psychological States

→ Personal and Work Outcomes

→ Employee Growth-Need Strength

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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16.8 New Motivational Compensation Programs

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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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16.9 A Continuum of Empowerment

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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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