10-1 Employee Motivation Chapter 10 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall.

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Employee Motivation

Chapter 10

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Chapter 10 Objectives

After studying this chapter, you will be able to:

• Define motivation and identify the classical motivation theories.

• Explain why expectancy theory is considered by many to be the best current explanation of employee motivation.

• Identify the strengths and weaknesses of goal-setting theory.

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Chapter 10 Objectives Cont.

• Describe the job characteristics model and explain how it helps predict motivation and performance.

• Define reinforcement theory and differentiate between positive and negative reinforcement.

• List five managerial strategies that are vital to maintaining a motivated workforce.

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What is Motivation?

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• This need includes the need not only for physical goods as well as enjoyable experiences and “psychological goods”.

Drive to acquire

• Humans are social creatures, and the need to feel a part of something larger is a vital aspect of employee motivation.

Drive to bond

• This need includes learning, growing, meeting tough challenges, and making sense of things.

Drive to comprehend

• An instinct to protect and a sense of justice lead human beings to defend the people, ideas, and organizations they hold dear.

Drive to defend

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Classical Theories of Motivation

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Monetary Rewards

Fair Treatment

Satisfying Work

Work-Life Balance

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Scientific ManagementA management approach designed to improve employees’ efficiency by scientifically studying their work

Classical Theories of Motivation

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Hawthorne effect

The studies also brought to light the Hawthorne

effect, in which the behavior of workers

change when they are being observed.

A management approach designed to

improve employees’ efficiency by scientifically

studying their work.

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Maslow’s Hierarchy of Needs

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McGregor’s Assumptions

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Theory X EmployeesTheory X Employees Theory Y Employees Y Employees

Dislike work

Motivated by threats

Avoid responsibilities

Value security

Enjoy work

Committed to goals

Accept responsibilities

Have mental potential

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Ouchi’s Z Theory

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Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

MotivationMotivationMotivationMotivation•AchievementAchievement•RecognitionRecognition•ResponsibilityResponsibility•Work itselfWork itself•Personal growthPersonal growth

•AchievementAchievement•RecognitionRecognition•ResponsibilityResponsibility•Work itselfWork itself•Personal growthPersonal growth

HighlySatisfied

HighlyDissatisfied

Neither SatisfiedNor Dissatisfied

Motivators InfluenceSatisfaction Level

Hygiene FactorsInfluence

Dissatisfaction Level

Area of Satisfaction

Area ofDissatisfaction

Hygiene FactorsHygiene FactorsHygiene FactorsHygiene Factors•Working conditionsWorking conditions•Pay and securityPay and security•Company policiesCompany policies•SupervisorsSupervisors•Interpersonal relationshipsInterpersonal relationships

•Working conditionsWorking conditions•Pay and securityPay and security•Company policiesCompany policies•SupervisorsSupervisors•Interpersonal relationshipsInterpersonal relationships

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McClelland’s Three Needs

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Expectancy Theory

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Equity Theory

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Ratio Comparison*

Employee’sPerception

Outputs A

Inputs A

Outputs A

Inputs A

Outputs A

Inputs A

Outputs B

Inputs B

Outputs B

Inputs B

Outputs B

Inputs B

<

=

>

Inequity (Under-Rewarded)

Equity

Inequity (Over-Rewarded)

*Where A is the employee, and B is a relevant other or referent.

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Motivating with Challenging Goals• Goals should be specific enough to give employees

clarity and focus

• Goals should be difficult enough to inspire energetic and committed effort

• There should be clear “ownership” of goals so that accountability can be established

• Timely feedback that lets people know if they’re progressing toward their goals

• Individuals’ should have belief in their ability to meet their goals

• Cultural sopprt for the individual achivement and independenceneeded to reach the goals

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Management by Objectives

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1Setting goals. Top managers work with middle managers, and middle managers work with first-line managers, to develop goals.

2 Planning action. Managers determine how their individual and group goals will be accomplished.

3 Implementing plans. Managers implement plans in their own way, which allows them to control their performance.

4Reviewing performance. Managers review the performance of the people they supervise and evaluate how well the plans are achieving goals.

Risk and Limitations of Goal-Setting Theory

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• Overly narrow goals

• Overly challenging goals

• Inappropriate time horizons

• Unintentional performance limitations

• Missed learning opportunities

• Unhealthy internal competition

• Decreased intrinsic motivation

Redesigning Jobs to Stimulate Performance

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Job characteristics model

A model suggesting that five core job dimensions

influence three critical psychological states that

determine motivation, performance, and other

outcomes

Job Characteristics Model

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Modifying Core Job Dimensions

• Job Enrichment

• Job Enlargement

• Cross Training

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Job Enrichment: The strategy behind job enrichment is to make jobs more challenging and interesting by expanding the range of skills required—typically by expanding upward, giving employees some of the responsibilities previously held by their managers.

Job Enlargement: Whereas job enrichment expands vertically, job enlargement is more of a horizontal expansion, adding tasks that aren’t necessarily any more challenging.

Cross Training: Cross-training or job rotation involves training workers to perform multiple jobs and rotating them through these various jobs to combat boredom or burnout.

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Modifying Core Job Dimensions

Reinforcing High-Performance Behavior

Reinforcement Theory

A motivational approach based on the idea that

managers can motivate employees by

influencing their behaviors with positive and

negative reinforcement

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Types of Reinforcement

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Positive ReinforcementEncouraging desired behaviors by offering pleasant consequences for completing or repeating those behaviors

Negative ReinforcementEncouraging the repetition of a particular behavior (desirable or not) by removing unpleasant consequences for the behavior

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Reinforcement Theory

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Behavior Modification

Avoid UnpleasantConsequences

Obtain PleasantConsequences

PositiveNegative Reinforcement

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Motivational Strategies

• Provide timely and frequent feedback

• Make it personal

• Adapt to circumstances and special needs

• Don’t let problems fester

• Be an inspiring leader

• Motivate yourself

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