1 Motivating Office Employees Chapter 10
Jan 03, 2016
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Motivating Office EmployeesMotivating Office Employees
Chapter 10Chapter 10
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Motivation is Affected by a Numberof Basic Human Traits
AbilityAptitudePerceptionsSelf-confidence
Values
InterestsEmotionsNeedsPersonality
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Ability--determines how capable an individualis to carry out designated job duties.
Aptitude--determines one’s potential forperforming specific tasks.
Perceptions--involves how one views his orher “world.”
Self-concept--involves how one perceiveshimself or herself.
Values--are a significant determinant of howone behaves.
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Interests--are a significant determinant of howone views his or her job.
Emotions--involves one’s feelings aboutsomething.
Needs--involves one’s motivation to attaincertain goals.
Personality--involves one’s openness, levelof aggression, level of patience, and level ofcooperation.
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Motivational Process
A person’s behavior is a response to stimuli associated with an inner state of disequilibrium resulting from a need, desire, or expectancy.
Disequilibrium state is accompanied by anticipationand produces behavior or actions directed towardgoal attainment.
Individual anticipates that goal achievement willproduce a satisfying experience, which will restore equilibrium.
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Theories of MotivationTheories of Motivation
Hierarchy of Needs Theory
Motivation-Hygiene Theory
Needs TheoryEquity Theory
Expectancy Theory
Reinforcement Theory
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Hierarchy of Needs TheoryHierarchy of Needs Theory
Developed by A. H. Maslow.
Human needs exist at 5 basic levels (in order).Physiological needsSafety needsBelonging and love needs
Esteem needs
Self-actualization needs
Higher level needs are unimportant untillower level needs are satisfied.
Higher level needs are unimportant untillower level needs are satisfied.
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Physiological Needs
Safety Needs
Belonging and Love Needs
Include food, water, oxygen, rest, muscular activity, and freedom from extreme danger.
Include clothing, shelter, and freedom fromphysical danger, as well as job security andfringe benefits for employed individuals.
Include the need for belonging to a group, needfor companionship, need for love or affection, and need for socializing.
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Esteem Needs
Self-actualization Needs
Include self-esteem and esteem of others.
Self-esteemSelf-esteem
Esteem ofothers
Esteem ofothers
Includes desire for achievement,self-respect, confidence, mastery.
Includes recognition, attention,prestige, status.
Refer to one’s desire to achieve maximumpotential, or to become what one is
capable of becoming.
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Motivation-Hygiene TheoryMotivation-Hygiene Theory
Developed by Frederick Herzberg.
Based on motivators and hygiene factors.
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Motivators Factors that produce positiveattitudes or job satisfaction;however, their absence doesnot necessarily produce jobdissatisfaction.
Achievement Responsibility
Recognition Advancement
Work itself Growth
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Hygiene Factors Factors that produce jobdissatisfaction; however, their presence at expectedlevels does not producejob satisfaction.
Company policy and administrationSupervisors and relationships with supervisors
Working conditions
Salary
Interpersonal relationsPersonal lifeRelationship with subordinatesStatus
Security
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Needs TheoryNeeds Theory
Developed by David McClelland.
Findings:
1. Individuals with high need for achievement willingly accept responsibility for their work and actions.2. Individuals with high need for power desire to control other people and have a strong influence on the behavior of others.3. Individuals with a high need for affiliation tend to be socially interactive.
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Equity TheoryEquity Theory
Motivation results from an individual’s desire toreduce feelings of inequity that result when he or shefinds
1. An imbalance in the ratio between his or her input and outcome.2. An imbalance when comparing his or her input-outcome ratio with that of others.
Employees react to imbalance ratio by
1. Altering their input level.2. Altering their outcome expectation.3. Changing the base of their input-outcome expectation.
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Expectancy TheoryExpectancy Theory
Developed by Victor Vroom.Theory states that the stronger the perceived relationship between effort and outcome, the higher the employee motivation will be.
Motivation occurs when these conditions are present:
1. The employee believes that additional effort will be worthwhile.2. The employee believes that higher perform- ance will result in greater outcomes or rewards.3. The employee places a high value on the outcomes or reward.
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Reinforcement Theory(1 or 2)
Reinforcement Theory(1 or 2)
Developed by B. F. Skinner.
Motivation is a function of the consequences of behavior.Behavior that is reinforced tends to be repeated; nonreinforced behavior tends not to be repeated.
Uses positive reinforcement, which is designed to increase the strength or frequency of desired behavior by positively reinforcing each occur- rence of desired behavior.
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Reinforcement Theory(2 or 2)
Reinforcement Theory(2 or 2)
Uses two types of rewards:
ContingentReward
ContingentReward
NoncontingentReward
NoncontingentReward
Reward is linked to a specificincident of an employee’sprevious behavior.
Reward is not linked to specific incident of anemployee’s behavior.
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GoalsAre an important componentof the process of motivatingemployees.
Employees without goals often lackmotivation.
Attributes of goals:
Concreteness of goals
Feedback on goal attainmentProbability of goal attainment
Participation in setting goalsAmount of dedication in goal attainment
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Employees’Values
An important componentof motivation, changefrom time to time.
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2. More leisure time.
3. Having rewards related to job performance.
5. Participating in decisions about things that affect them.
Contemporary employees desire
4. Work that is challenging and worthwhile.
1. Having achievement recognized by the organization.
6. Effective communication from management.
7. Job-related growth opportunities.8. Increased job creativity.
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Techniques Used to Motivate EmployeesTechniques Used to Motivate Employees
Job enrichment
Employee participation
Management by objectives
Flextime
Incentives
Job sharing
Team building
Self-management work teams
Gain sharing
Telecommuting
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FrustrationOften results when employees are unable to succeed in goal attainment.
Frustration is exhibited inseveral ways
1. Selecting alternative goals they can accomplish.2. Becoming aggressive.3. Becoming anxious.4. Developing a defense mechanism.5. Taking corrective action.