CHAPTER 8

MOTIVATING YOUR EMPLOYEES

1. Define motivation2. Identify & define 5 personality characteristics relevant to

understanding behavior of employees3. Explain elements & focus of 3 early theories of motivation4. Identify characteristics that stimulate the achievement drive in

high achievers5. Identify 3 relationships in expectancy theory that determine an

individual’s level of effort6. List actions a supervisor can take to maximize employee

motivation7. Describe how supervisors can design individual jobs to maximize

employee performance8. Explain the effect of workforce diversity on motivating employees

Willingness to do something Conditioned upon the action’s ability to satisfy

some need

Need Physiological or psychological deficiency makes certain outcomes seem attractive

Personality types Locus of control

Source of control over individual’s behavior Internal – we control our own behaviors External – our lives are controlled by external forces

Machiavellianism Manipulative behaviors Ends justify means

Self-esteem How much you like or dislike yourself Low-SEs High-SEs

Personality types (cont.) Self-monitoring

Adjust behavior to external situational factors High – adapt easily, capable of presenting striking

contradictions between public and private selves Low – display true feelings and beliefs in almost

every situation

Risk propensity Willingness to take risk Rapid decision making with less information

Understand why people act the way they do

Understand how people are motivated

Match personality types with compatible jobs

Hierarchy of needs (Maslow, 1954) Hierarch of needs

Physiological Safety Social Esteem Self-actualization

Each needs satisfy Next level Substantially satisfied needs no longer

motivates

Not supported by studies

Theory X – Theory Y (Douglas McGregor, 1960) Theory X assumptions

Employees dislike work avoid it Must be coerced, controlled, or threatened Employees will avoid responsibilities and seek formal

direction Workers place security above all other factors little

ambition Theory Y assumptions

Employees view work as natural Exercise self-direction and self-control once committed

to objectives The average person can learn to accept, even seek,

responsibility Ability to make good decisions is widely dispersed

throughout the population

Theory X – Theory Y (cont.) McGregor: Theory Y more valid

Participation in decision making Responsible and challenging jobs Good group relations

No evidence to confirm validity Theory X or Theory Y assumptions maybe

appropriate in different situations

Motivation – Hygiene theory (Herzberf, 1959) Motivators differentiate satisfaction and no

satisfaction Achievement Recognition Work itself Responsibility Growth

Hygiene factors differentiate dissatisfaction and no dissatisfaction

Working conditions Salary Policy

Need for achievement (McClelland, 1961) Drive to succeed Intrinsic motivation to do better High achiever

Preference Personal responsibility Feedback Medium degree of risk

Entrepreneurial

Equity Theory (Adams, 1965) Employees compare input-outcome ratios If equal fair Unequal attempt to correct

Expectancy Theory Employees analyze relationships between

effort-performance; performance-reward; and reward-personal goals

Level of effort depends on expectations that these relationships can be achieved

Recognize individual differences Match people to jobs Set challenging goals Encourage participation Individualize rewards Link rewards to performance Check for equity Don’t ignore the money

Job design Skill variety Task variety Task significance Autonomy Feedback

Job enrichment Increase control over the planning, execution

and evaluation of people’s work

Motivating a diverse workforce Flexibility Cultural differences

Should employees be paid for performance or time on the job? Pay for performance Competency based compensation

Motivating minimum-wage employees Rewards Job design

Motivating professional and technical employees Job challenge Recognition Alternative career paths

Improve work-life balance Flextime Job sharing

Employee Stock Ownership Plan (ESOP)