general management- motivating employees

8/3/2019 General Management- Motivating Employees

1/42

Prof. Rushen Chahal

General Management


2/42

Prof. Rushen Chahal

L E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.

What Is Motivation?

Define motivation.

Explain motivation as a need-satisfying process.

Early Theories of Motivation Describe the five levels in Maslows hierarchy and how

Maslows hierarchy can be used in motivational efforts.

Discuss how Theory X and Theory Y managers approach

motivation.

Describe Herzbergs motivation-hygiene theory.

Explain Herzbergs views of satisfaction and

dissatisfaction.


3/42

Prof. Rushen Chahal

L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.

Contemporary Theories of Motivation

Describe the three needs McClelland proposed as being

present in work settings.

Explain how goal-setting and reinforcement theoriesexplain employee motivation.

Describe the job characteristics model as a way to design

motivating jobs.

Discuss the motivation implications of equity theory.

Contrast distributive justice and procedural justice.

Explain the three key linkages in expectancy theory and

their role in motivation.


4/42

Prof. Rushen Chahal

L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.

Current Issues in Motivation

Describe the cross-cultural challenges of motivation.

Discuss the challenges managers face in motivating

unique groups of workers. Describe open-book management and employee

recognition, pay-for-performance, and stock option

programs.


5/42

Prof. Rushen Chahal

What Is Motivation?

Motivation

The processes thataccount foranindividuals

willingness to exert high levels ofeffortto reach

organizational goals, conditioned by the efforts

ability to satisfy some individualneed.

Effort: ameasure ofintensity ordrive.

Direction: towardorganizationalgoals

Need: personalized reasonto exert effort

Motivation works best whenindividualneeds arecompatible with organizationalgoals.


6/42

Prof. Rushen Chahal

Exhibit 16.1Exhibit 16.1

The Motivation Process


7/42

Prof. Rushen Chahal

What Is Motivation?

Need

Aninternal state thatmakes certainoutcomes appear

attractive.

Anunsatisfiedneedcreates tension which is reduced

by anindividuals efforts to satisfy the need.

Early Theories ofMotivation

Maslows Hierarchy ofNeeds

MacGregors Theories X and Y

Herzbergs Motivation-Hygiene Theory


8/42

Prof. Rushen Chahal

Early Theories of Motivation

Maslows Hierarchy ofNeeds Theory

Needs were categorizedas five levels oflower- to

higher-orderneeds.

Individuals must satisfy lower-orderneeds before they

can satisfy higherorderneeds.

Satisfiedneeds willnolongermotivate.

Motivatinga persondepends on knowingat whatlevel

that personis onthe hierarchy.

Hierarchy ofneeds Lower-order (external): physiological, safety

Higher-order (internal): social, esteem, self-actualization


9/42

Prof. Rushen Chahal


Maslows Hierarchy of Needs


10/42

Prof. Rushen Chahal

Early Theories of Motivation (contd)

McGregors Theory X and Theory Y

Theory X

Assumes that workers have little ambition, dislike work,

avoid responsibility, and require close supervision.

Theory Y

Assumes that workers can exercise self-direction,

desire responsibility, andlike to work.

Motivationis maximized by participative decision

making, interesting jobs, andgoodgroup relations.


11/42

Prof. Rushen Chahal

Early Theories of Motivation (contd)


Job satisfactionand job dissatisfactionare created by

different factors.

Hygiene factors: extrinsic (environmental) factors that

create job dissatisfaction.

Motivators: intrinsic (psychological) factors thatcreate

job satisfaction.

Attemptedto explain why job satisfactiondoes not

resultinincreased performance.The opposite of satisfactionis notdissatisfaction, but

ratherno satisfaction.


12/42

Prof. Rushen Chahal




13/42

Prof. Rushen Chahal


Contrasting Views of Satisfaction-

Dissatisfaction


14/42

Prof. Rushen Chahal

Contemporary Theories of Motivation

Three-Needs Theory

Goal-Setting Theory

Reinforcement Theory DesigningMotivatingJobs

Equity Theory

Expectancy Theory


15/42

Prof. Rushen Chahal

Motivation and Needs

Three-Needs Theory

There are three majoracquiredneeds thatare major

motives in work.

Need for achievement (nAch)

The drive to exceland succeed

Need for power (nPow)

The needtoinfluence the behaviorofothers

Need of affiliation (nAff)

The desire forinterpersonal relationships


16/42

Prof. Rushen Chahal


Examples of Pictures Used for Assessing Levels of

nAch, nAff, and nPow


17/42

Prof. Rushen Chahal

Motivation and Goals

Goal-Setting Theory

Proposes that settinggoals thatare accepted,

specific, andchallenging yetachievable will resultin

higher performance than havingnoor easy goals.

Benefits ofParticipationinGoal-Setting

Increases the acceptance ofgoals.

Fosters commitmenttodifficult, publicgoals.

Provides for self-feedback (internallocus ofcontrol)thatguides behaviorandmotivates performance (self-

efficacy).


18/42

Prof. Rushen Chahal


Goal-Setting Theory


19/42

Prof. Rushen Chahal

Motivation and Behavior

Reinforcement Theory

Assumes thatadesired behavioris a functionofits

consequences, is externally caused, andif reinforced,

is likely to be repeated.

Positive reinforcementis preferred forits long-term

effects on performance

Ignoringundesired behavioris betterthan punishment

which may create additionaldysfunctional behaviors.


20/42

Prof. Rushen Chahal

Designing Motivating Jobs

Job Design

The way into which tasks can be combinedto form

complete jobs.

Factors influencing job design:

Changingorganizational environment/structure

The organizations technology

Employees skill, abilities, and preferences

Job enlargement

Increasingthe scope (numberoftasks)ina job.

Job enrichment

Increasing responsibility andautonomy (depth)ina job.


21/42

Prof. Rushen Chahal

Designing Motivating Jobs (contd)

Job Characteristics Model (JCM)

Aconceptual framework fordesigningmotivating jobs

thatcreate meaningful work experiences that satisfy

employeesgrowth needs.

Five primary job characteristics:

Skill variety: how many skills andtalents are needed?

Task identity: does the job produce acomplete work?

Task significance: how importantis the job?

Autonomy: how much independence does the jobholder

have?

Feedback: do workers know how wellthey are doing?


22/42

Prof. Rushen Chahal


Job Characteristics Model

Source: J.R. HackmanandJ.L. Suttle (eds.). Improving Life at Work

(Glenview, IL: Scott, Foresman, 1977). With permissionofthe authors.


23/42

Prof. Rushen Chahal


Guidelines for Job Redesign

Source: J.R. HackmanandJ.L. Suttle (eds.). Improving Life at Work

(Glenview, IL: Scott, Foresman, 1977). With permissionofthe authors.


24/42

Prof. Rushen Chahal

Designing Motivating Jobs (contd)

Suggestions for Usingthe JCM

Combine tasks (job enlargement)tocreate more

meaningful work.

Create natural work units tomake employees work

importantand whole.

Establish externalandinternalclient relationships to

provide feedback.

Expand jobs vertically (job enrichment) by giving

employees more autonomy.

Open feedback channels tolet employees know how

wellthey are doing.


25/42

Prof. Rushen Chahal

Motivation and Perception

Equity Theory

Proposes that employees perceive whatthey get from

a job situation (outcomes)in relationto whatthey put

in (inputs)andthencompare theirinputs-outcomes

ratio with the inputs-outcomes ratios of relevantothers.

Ifthe ratios are perceivedas equalthena state of

equity (fairness) exists.

Ifthe ratios are perceivedas unequal, inequity existsandthe person feels under- orover-rewarded.

Wheninequities occur, employees willattempttodo

somethingto rebalance the ratios (seek justice).


26/42

Prof. Rushen Chahal

Motivation and Perception (contd)

Equity Theory (contd)

Employee responses to perceivedinequities:

Distortownorothers ratios.

Induce others tochange theirowninputs oroutcomes.

Change owninputs (increase ordecrease efforts)or

outcomes (seek greater rewards).

Choose adifferentcomparison (referent)other (person,

systems, or self).

Quittheir job.Employees are concerned with both the absolute and

relative nature oforganizational rewards.


27/42

Prof. Rushen Chahal


Equity Theory


28/42

Prof. Rushen Chahal

Motivation and Perception (contd)

Equity Theory (contd)

Distributive justice

The perceived fairness ofthe amountandallocationof

rewards amongindividuals (i.e., who received what).

Influences an employees satisfaction.

Distributive

The perceived fairness ofthe process use todetermine

the distributionof rewards (i.e., how who received

what). Affects an employees organizationalcommitment.


29/42

Prof. Rushen Chahal

Motivation, Perception, and Behavior

Expectancy Theory

States thatanindividualtends toactinacertain way

basedonthe expectationthatthe act will be followed

by agivenoutcome andonthe attractiveness ofthat

outcome tothe individual.

Key tothe theory is understandingandmanaging

employee goals andthe linkages amongand

between effort, performance and rewards.

Effort: employee abilities andtraining/development

Performance: validappraisal systems

Rewards (goals): understanding employee needs


30/42

Prof. Rushen Chahal


Simplified Expectancy Model


31/42

Prof. Rushen Chahal

Motivation, Perception, and Behavior

(contd) Expectancy Relationships

Expectancy (effort-performance linkage)

The perceived probability thatanindividuals effort will

resultinacertainlevelof performance.

Instrumentality

The perceptionthata particularlevelof performance

will resultinthe attainingadesiredoutcome (reward).

ValenceThe attractiveness/importance ofthe performance

reward (outcome)tothe individual.


32/42

Prof. Rushen Chahal


Integrating

Contemporary

Theories ofMotivation


33/42

Prof. Rushen Chahal

Current Issues in Motivation

Cross-CulturalChallenges

Motivational programs are mostapplicable incultures

where individualism andquality of life are cultural

characteristics

Uncertainty avoidance of some cultures invertsMaslows needs hierarchy.

The need forachievement (nAch)is lackinginother

cultures.

Collectivistcultures view rewards as entitlements tobe distributed basedonindividualneeds, notindividual

performance.


34/42

Prof. Rushen Chahal

Current Issues in Motivation (contd)

Cross-CulturalConsistencies

Interesting work is widely desired, as is growth,

achievement, and responsibility.

Motivating Unique Groups of Workers

Motivatingadiverse workforce through flexibility:

Mendesire more autonomy thando women.

Womendesire learningopportunities, flexible work

schedules, andgoodinterpersonal relations.


35/42

Prof. Rushen Chahal


Flexible Work/Job schedules

Compressed work week

Longerdaily hours, but fewerdays

Flexible work hours (flextime)

Specific weekly hours with varyingarrival, departure,

lunch and break times aroundcertaincore hours during

which all employees must be present.

Job Sharing

Twoormore people splita full-time job.

Telecommuting

Employees work from home usingcomputerlinks.


36/42

Prof. Rushen Chahal


MotivatingProfessionals

Characteristics of professionals

Strongandlong-termcommitmenttotheir fieldof

expertise.

Loyalty is totheir profession, nottothe employer.

Have the needto regularly update their knowledge.

Dontdefine their workweek as 8:00amto 5:00 pm.

Motivators for professionals

Job challenge

Organizational supportoftheir work


37/42

Prof. Rushen Chahal


MotivatingContingent Workers

Opportunity to become a permanent employee

Opportunity fortraining

Equity incompensationand benefits

Motivating Low-Skilled, Minimum-Wage

Employees

Employee recognition programs

Provisionof sincere praise


38/42

Prof. Rushen Chahal


DesigningAppropriate Rewards Programs

Open-book management

Involving employees in workplace decision by opening

up the financial statements ofthe employer.

Employee recognition programs

Giving personalattentionand expressinginterest,

approval, andappreciation fora job welldone.

Pay-for-performance

Variable compensation plans that reward employees onthe basis oftheir performance:

Piece rates, wage incentives, profit-sharing, andlump-sum

bonuses


39/42


40/42

Prof. Rushen Chahal

Exhibit 16.12bExhibit 16.12b

Recommendations forDesigning Stock Options

* Vesting refers tothe time thatmust pass before a personcan exercise the option.

Source: P. Brandes, R. Dharwadkar, andG.V. Lemesis, Effective Employee Stock

OptionDesign:Reconciling Stakeholder, Strategic, andMotivational Factors,Academy of Management Executive, February 2003, p. 84.


41/42

Prof. Rushen Chahal

Exhibit 16.12bExhibit 16.12b

Recommendations forDesigning Stock Options

Source: P. Brandes, R. Dharwadkar, andG.V. Lemesis, Effective Employee Stock

OptionDesign:Reconciling Stakeholder, Strategic, andMotivational Factors,Academy of Management Executive, February 2003, p. 84.


42/42

Prof. Rushen Chahal

From Theory to Practice:

Guidelines for Motivating Employees Recognize individual

differences

Match people to jobs Use goals

Ensure that goals are

perceived as attainable

Individualize rewards

Link rewards to

performance

Check the system forequity

Use recognition

Dont ignore money

general management- motivating employees

Documents