chapter 16: motivating employees

of 21 /21
Chapter 16: Motivating Employees

Author: yamin

Post on 25-Feb-2016

148 views

Category:

Documents


19 download

Embed Size (px)

DESCRIPTION

Chapter 16: Motivating Employees. Chapter Objectives. Define the motivation process Three early theories of motivation Maslow’s Hierarchy of Needs Theory X and Y Hertzberg’s Motivation-Hygiene Six Theories of Motivation Three Needs Theory Goal-Setting Theory Reinforcement Theory - PowerPoint PPT Presentation

TRANSCRIPT

  • Chapter 16: Motivating Employees

  • Chapter ObjectivesDefine the motivation processThree early theories of motivationMaslows Hierarchy of NeedsTheory X and YHertzbergs Motivation-HygieneSix Theories of MotivationThree Needs TheoryGoal-Setting TheoryReinforcement TheoryDesigning Motivating JobsEquity TheoryExpectancy TheoryCurrent Issues in Motivating Employees

  • The Motivation ProcessUn-satisfiedneedTensionDrivesSearchbehaviorSatisfiedneedReductionoftension

  • Individual and Organizational GoalsShould match!

  • Self-ActualizationEsteemSocialSafetyPhysiologicalMaslowsHierarchyof Needs

  • Herzbergs Motivation-HygieneMotivatorsHygiene FactorsExtremely satisfied NeutralExtremely dissatisfiedAchievementRecognitionWork itselfResponsibilityAdvancementGrowthSupervisionCompany policyRelationship withsupervisorWorking conditionsSalaryRelationship with peersPersonal lifeRelationship withsubordinatesStatusSecurity

  • Contrasting Views of Satisfaction-DissatisfactionSatisfactionDissatisfactionTraditional ViewHerzbergs ViewSatisfactionNo SatisfactionNo Dissatisfaction DissatisfactionMotivatorsHygiene Factors

  • Current Theories of Motivation The Big Picture

    Theory

    Difference in Levels of Motivation Due To:

    Three Needs Theory

    Different needs

    Goal-setting Theory

    How set goals

    Reinforcement Theory

    Reinforcement received along the way

    Job Characteristics Model

    How job is designed

    Expectancy Theory

    Liklihood of achieving goal, and attractiveness of goal

    Equity Theory

    Your level of effort compared to that of others

  • What Motivates You?I try very hard to improve on my past performance at work.I enjoy competition and winning.I often find myself talking to those around me about nonwork mattersI enjoy a diffficult challengeI enjoy being in chargeI want to be liked by othersI want to know how I am progressing as I complete tasksI confront people who do things I disagree withI tend to build close relationships with co-workersI enjoy setting and achieving realistic goalsI enjoy influencing other people to get my wayI enjoy belonging to groups and organizationsI enoy the satisfaction of completing a difficult taskI often work to gain more control over the events around meI enjoy working with others more than working alone

  • What Motivates Me? Results1, 4, 7, 10, 13 nAch2, 5, 8, 11, 14 nPow3, 6, 9, 12, 15 - nAff

  • Goal-Setting TheorySpecificDifficult but reachableTwo factors that influence:Goal commitmentGo publicInternal locus of controlSelf-setSelf-efficacy

  • Reinforcement TheoryNo RewardsBehaviorRewardsPunishmentBehavior

  • Designing Motivating JobsNumber of TasksFrequency of TasksEmployee ControlFeedbackJobEnrichmentScopeDepthJobEnlargement

  • Guidelines for Job RedesignEstablishing client relationshipsVertical loadingOpening feedback channelsForming natural work unitsCombining tasksSuggested ActionSkill varietyTask identityTask significanceAutonomyFeedbackCore Job Dimensions

  • Equity Theory1) Compute your input/output ratio2) Compare your ratio to others ratio

  • Video CasesKingston TechnologiesE&Y

    Take notes as you watch the videos on what motivated the people interviewed.

    What interested or struck you about the things that motivated people? Which do you resonate with?

    Which motivation theories did you see evidence of?

  • How to Motivate Martin? Martin is an advertising copywriter who works in the recorded music division of Mediaplex's marketing department. Martin is a hard worker and his work performance has been very good. His most recent work project involves writing direct mail letters to current and potential customers regarding new music (both live and recorded) being marketed by Mediaplex. He also sends coupons for discounts on the new music along with the direct mail letters. Recently, however, he seems to have lost interest in his work. The number of letters and coupons he mails out in a week is falling.

    As manager of the recorded music marketing division, you have dealt with other instances of declining employee work productivity by using different incentives to motivate employees such as time off, verbal recognition, flexible hours, and free entertainment passes to Mediaplex events. You try these with Martin, but he does not respond. His work productivity continues to be below expectations. Following Mediaplex policy, you also have kept written documentation of your actions to improve this situation. What would you do next? (Keep in mind the culture of Mediaplex and remember that the marketing department is one of the most aggressive and flexible units in the company).

  • Expectancy Theory1) How hard do I have to work?2) What are the chances of reaching the goal?3) How attractive is the goal?

  • Workforce DiversityPay-for-Performance Open-Book ManagementEmployee Stock OwnershipThe New WorkforceCurrentMotivationalIssues

    1258915