Copyright © Houghton Mifflin Company. All rights reserved. 13-1 Chapter 13 Motivating Job Performance.

Chapter 13

Motivating Job Performance

Chapter Outline

Motivation Theories Maslow’s Needs Hierarchy Theory Herzberg’s Two-Factor Theory Expectancy Theory Goal-Setting Theory

Chapter Outline (continued)

Motivation Through Job Design Strategy One: Fitting People to Jobs Strategy Two: Fitting Jobs to People

Chapter Outline(continued)

Motivation Through Rewards Extrinsic Versus Intrinsic Rewards Employee Compensation Improving Performance with Extrinsic

Rewards

Motivation Through Employee Participation

Quality Control Circles Self-Managed Teams Keys to Successful Employee Participation

Programs

Other Motivation Techniques for a Diverse Workforce

Flexible Work Schedules Family Support Services Wellness Programs Sabbaticals

EMPLOYEE MOTIVATION

Motivation: the psychological process that gives behavior purpose and direction.

EMPLOYEE MOTIVATION (continued)

Factors to Consider In the Motivation- Job Performance Linkage

Individual motivational factors (Needs, satisfaction, expectations, goals)

Individual ability to get the job done

Situational factors Challenging and interesting work Opportunity for participation and self-

management Desired rewards

For Discussion: Which of these factors has overriding importance in your worklife? Why?

MASLOW’S NEEDS HIERARCHY THEORY

“Maslow’s message was simply this: people always have needs, and when one need is relatively fulfilled, others emerge in a predictable sequence to take its place.”

(continued)

Highest levelSelf-actualization needs (being everything

one is capable of becoming)Esteem needs (Self-respect; self-confidence)Love needs (Social acceptance and affection)Safety needs (Protection from the elements)Physiological needs (Life-sustaining needs)

Lowest level

(continued)

For Discussion: Which level of needs primarily drives you at this point in your life? Explain.

HERZBERG’S TWO-FACTOR THEORY OF MOTIVATION

(Satisfaction = Motivation)

“The elimination of dissatisfaction is not the same as truly motivating an employee. To satisfy and motivate employees, an additional element is required: meaningful, interesting, and challenging work.”

(Satisfaction = Motivation)(continued)

Dissatisfiers come from the job context or situation

Satisfiers come from job content or the work itself

Achievement Recognition Work itself Responsibility Advancement Growth

For Discussion:1. Describe the worst job you ever had. What

roles did Herzberg’s dissatisfiers and satisfiers play?

2. Describe the best job you ever had. What roles did Herzberg’s dissatisfiers and satisfiers play?

(Satisfaction = Motivation)(continued)

EXPECTANCY THEORY OF MOTIVATION

Expectancy theory: assumes motivational strength is determined by perceived probabilities of success.

Expectancy: one’s belief or expectation that one thing will lead to another.

(continued)

Three Key Perceptions in Expectancy Theory

1. Perceived effort-performance probability

2. Perceived value of rewards.

3. Perceived performance-reward probability

(continued)

“Effort performance reward expectations determine whether motivation will be high or low.”

“Employees tend to work harder when they believe they have a good chance of getting personally meaningful rewards.”

(continued)

For Discussion: How well does expectancy theory explain how hard you work at school and/or your job?

GOAL-SETTING THEORY

Goal setting: process of improving individual or group job performance with formally stated objectives, deadlines, or quality standards.

GOAL-SETTING THEORY(continued)

How Goals Improve Performance

1. Goals need to be: Specific Difficult Participatively set

2. Goals motivate by: Directing attention Encouraging effort Encouraging persistence Fostering goal-attainment strategies and

action plans

GOAL-SETTING THEORY(continued)

For Discussion:

1. Goal-setting researchers say it is a mistake to tell someone to “just do your best.” How do you interpret this advise in light of the model in Figure 13.4?

2. How do you use goals to improve your performance at school, at work, in sports, or elsewhere?

JOB DESIGN

Job design: creating task responsibilities based upon strategy, technology, and structure.

JOB DESIGN(continued)

Strategy One: Fitting People to Jobs Realistic job previews Job rotation Limited exposure

Contingent time off: rewarding people with early time off when they get the job done.

Strategy Two: Fitting Jobs to People Job enlargement: combining two or more

specialized tasks to increase motivation. (Also called horizontal job loading.)

Job enrichment: redesigning jobs to increase their motivating potential. (Also called vertical job loading.)

For Discussion: Describe your present (or past) job and explain how it could be horizontally or vertically loaded.

JOB ENRICHMENTFigure 13.5

Core Job Characteristics Skill variety Task identity Task significance Autonomy Feedback from job

JOB ENRICHMENTFigure 13.5

(continued)

Critical Psychological States Feeling that work is meaningful Feeling of responsibility for outcomes of

the work Knowledge of the actual results of the

JOB ENRICHMENT(continued)

Team Exercise: Brainstorm the “perfect job” a person could have and describe it in terms of the core job characteristics and critical psychological states. (Note: You can build upon a job you have heard about or create an entirely new job.)

MOTIVATION THROUGH REWARDS

Rewards: the material and psychological payoffs for working.

Extrinsic rewards: payoffs granted to the individual by other people (e.g., money, benefits, recognition, praise).

Intrinsic rewards: self-granted and internally experienced payoffs (e.g., a sense of accomplishment).

MOTIVATION THROUGH REWARDS(continued)

Team Competition: Brainstorm a list of as many workplace extrinsic rewards as possible in ten minutes.

MOTIVATION THROUGH REWARDS(continued)

For Discussion: Describe a situation in which you got an intrinsic reward from working. What can managers do to foster situations like that?

EMPLOYEE COMPENSATION PLANSTable 13.2

Nonincentive Hourly Wage Annual salary

Incentive Piece rate Sales commission Merit pay Profit sharing Gain sharing Pay-for-knowledge Stock options

EMPLOYEE COMPENSATION PLANS Table 13.2

(continued)

Other Cafeteria compensation (Life-cycle

benefits)

EMPLOYEE COMPENSATION PLANS(continued)

For Discussion:

1. From a managerial standpoint, which type of pay plan is best? Why?

2. Which pay plan would you prefer? Why?

IMPROVING PERFORMANCE WITH EXTRINSIC REWARDS

1. Rewards must satisfy individual needs

2. Employees must believe effort will lead to reward

3. Rewards must be equitable

4. Rewards must be linked to performance

IMPROVING PERFORMANCE WITH EXTRINSIC REWARDS

(continued)

For Discussion:

1. How do these guidelines help address the commonly-heard complaint that “money doesn’t motivate?”

2. What kinds of reward inequity have you experienced on the job? How did it affect your motivation?

PARTICIPATIVE MANAGEMENT

Participative management: the process of empowering employees to assume greater control of the workplace.

Quality control circles: voluntary problem-solving groups committed to improving quality and reducing costs.

Self-managed teams: high-performance teams that assume traditional managerial duties such as staffing and planning.

PARTICIPATIVE MANAGEMENT(continued)

Keys to Successful Employee Participation Programs

1. A profit-sharing or gain-sharing plan.

2. A long-term employment relationship withgood job security.

3. A concerted effort to build and maintain group cohesiveness.

4. Protection of the individual employee’s rights.

PARTICIPATIVE MANAGEMENT(continued)

For Discussion: Are these four factors “a package deal,” meaning could one or two missing factors ruin a participative management program?

Copyright © Houghton Mifflin Company. All rights reserved. 13-1 Chapter 13 Motivating Job Performance.

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