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1.1. Identify the three levels of employee motivation.Identify the three levels of employee motivation.
2.2. Explain the relationship between performance and Explain the relationship between performance and motivation.motivation.
3.3. Understand and explain Maslow’s hierarchy of needs Understand and explain Maslow’s hierarchy of needs theory and the principle underlying his theory.theory and the principle underlying his theory.
4.4. Differentiate between Herzberg’s dissatisfiers and Differentiate between Herzberg’s dissatisfiers and motivators.motivators.
5.5. Understand and explain expectancy theory.Understand and explain expectancy theory.
6.6. Explain how supervisors can use goal-setting theory to Explain how supervisors can use goal-setting theory to motivate employees.motivate employees.
After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:
Motivation: Understanding Human Motivation: Understanding Human BehaviorBehavior• MotivationMotivation
Is the willingness of individuals and groups, as Is the willingness of individuals and groups, as influenced by various needs and perceptions, to strive influenced by various needs and perceptions, to strive toward a goal.toward a goal.
Is the result of a person’s individual perceptions, Is the result of a person’s individual perceptions, needs, and goals.needs, and goals.
Involves the integration of the needs and goals of Involves the integration of the needs and goals of individuals with the needs and goals of the individuals with the needs and goals of the organization.organization.
A series of productivity studies begun in 1934 at A series of productivity studies begun in 1934 at Western Electric’s Hawthorne Plant in Chicago.Western Electric’s Hawthorne Plant in Chicago.
Increased worker productivity was attributed to Increased worker productivity was attributed to improvements to psychological factors within the improvements to psychological factors within the experimental groups.experimental groups.
Research results indicated that management’s Research results indicated that management’s attention to workers and social factors operating attention to workers and social factors operating within the groups resulted in motivational conditions within the groups resulted in motivational conditions that increased work performance.that increased work performance.
Intrinsic and Extrinsic MotivationIntrinsic and Extrinsic Motivation
• Intrinsic MotivationIntrinsic Motivation Behavior that an individual produces because of the Behavior that an individual produces because of the
pleasant experiences associated with the behavior pleasant experiences associated with the behavior itself.itself. Example: Enrolling in a professional development class.Example: Enrolling in a professional development class.
• Extrinsic MotivationExtrinsic Motivation Behavior performed not for its own sake, but for the Behavior performed not for its own sake, but for the
consequences associated with it. Consequences can consequences associated with it. Consequences can include pay, benefits, job security, and working include pay, benefits, job security, and working conditions.conditions. Example: Working toward receiving a college degree.Example: Working toward receiving a college degree.
Maslow’s Hierarchy of Needs (cont’d)Maslow’s Hierarchy of Needs (cont’d)
• Physiological NeedPhysiological Need The need for food, water, air, and other physical necessities.The need for food, water, air, and other physical necessities.
• Safety NeedSafety Need The need for protection from danger, threat, or deprivation.The need for protection from danger, threat, or deprivation.
• Social NeedSocial Need The need for belonging, acceptance by colleagues, friendship, The need for belonging, acceptance by colleagues, friendship,
and love.and love.
• Ego NeedEgo Need The need for self-confidence, independence, appreciation, and The need for self-confidence, independence, appreciation, and
status.status.
• Self-fulfillment NeedsSelf-fulfillment Needs Needs concerned with realizing one’s potential, self-Needs concerned with realizing one’s potential, self-
development, and creativity.development, and creativity.
Qualifying the Needs Hierarchy Qualifying the Needs Hierarchy TheoryTheory1.1. Needs on one level of the hierarchy do not have to be Needs on one level of the hierarchy do not have to be
completely satisfied before needs on the next level completely satisfied before needs on the next level become important.become important.
2.2. The theory does not attempt to explain the behavior of The theory does not attempt to explain the behavior of the neurotic or the mentally disturbed.the neurotic or the mentally disturbed.
3.3. Different people have different priorities. Some are less Different people have different priorities. Some are less security oriented or achievement oriented than others.security oriented or achievement oriented than others.
4.4. Unlike the lower level needs, the two highest levels of Unlike the lower level needs, the two highest levels of needs can hardly ever be fully satisfied as new needs can hardly ever be fully satisfied as new challenges and opportunities for growth, recognition, challenges and opportunities for growth, recognition, and achievement arise.and achievement arise.
Factors that affect employees negatively, or dissatisfy them Factors that affect employees negatively, or dissatisfy them about their job, including low pay, low benefits, and about their job, including low pay, low benefits, and unfavorable working conditions.unfavorable working conditions.
Satisfier (Motivator) factorsSatisfier (Motivator) factors Factors that affect employees positively, such as recognition, Factors that affect employees positively, such as recognition,
advancement, achievement, challenging work, and being advancement, achievement, challenging work, and being one’s own boss.one’s own boss.
EXHIBIT 7.4 Herzberg’s Satisfier/Motivator and Dissatisfier/Hygiene Factors
+ Recognition “The boss says I’ve done a good job.”+ Advancement “I was promoted to team leader.”+ Challenging work “I solved a really tough job problem.”+ Being one’s own boss “I was given a free hand to do my job.”+ Work itself “I got to design the new system.”
Satisfier/Motivator Factors
– Pay “I’m not paid fairly for what I do.”– Benefits “This company doesn’t pay tuition or medical benefits.”– Working conditions “It’s so hot in the plant it’s often unbearable.” – Job security “With seasonal work I never know for sure if I’ll have a job.”– Company policy/ “We have so much red tape to go through.”
Qualifying Herzberg’s TheoryQualifying Herzberg’s Theory
• Money can be a motivating factor, especially when it is Money can be a motivating factor, especially when it is tied to recognition and achievement.tied to recognition and achievement.
• The absence of motivating factors can constitute The absence of motivating factors can constitute dissatisfaction.dissatisfaction.
• Herzberg’s findings had a built-in bias.Herzberg’s findings had a built-in bias. When asked about something positive on the job, people are When asked about something positive on the job, people are
biased toward mentioning something in which their behavior is biased toward mentioning something in which their behavior is the focal point. the focal point.
When asked about dissatisfiers, people tend to mention extrinsic When asked about dissatisfiers, people tend to mention extrinsic factors over which they have no control, such as pay or working factors over which they have no control, such as pay or working conditions.conditions.
4. Continually stress employee training and skill development.
5. Use performance feedback and coaching to help employees gain skills.
6. Have employees share knowledge and expertise with others.
7. Give employees special jobs or assignments that stretch their abilities.
8. Celebrate performance successes.
9. Reward performance achievement.
10. Develop trust in your commitments by others; do not overpromise rewards.
11. Emphasize multiple rewards such as praise and recognition, being assigned desired work, receiving special training, attending a conference.
12. Determine what different individuals value as rewards (financial, social, being in the know, learning a new skill, etc.) and help make these happen.
Perception’s Role in Maximizing Perception’s Role in Maximizing MotivationMotivation• An employee must An employee must perceiveperceive that he or she has that he or she has
the ability and appropriate support level to the ability and appropriate support level to achieve the targeted performance level.achieve the targeted performance level.
• An employee must An employee must perceiveperceive that if he or she that if he or she does reach the performance level, he or she will does reach the performance level, he or she will receive the rewardreceive the reward
• An employee must An employee must perceiveperceive the reward to be the reward to be something of value to the employee.something of value to the employee.
Applying Expectancy Theory PrinciplesApplying Expectancy Theory Principles
• The Effort → Performance LinkThe Effort → Performance Link Help employees reach desired performance levels Help employees reach desired performance levels
through training and coaching.through training and coaching.
• The Performance → Reward LinkThe Performance → Reward Link Deliver on commitments through proper appraisals of Deliver on commitments through proper appraisals of
performance tied to specific levels of rewards.performance tied to specific levels of rewards.
• The RewardThe Reward Rewards for performance must be meaningful to Rewards for performance must be meaningful to
employeesemployees—give them —give them what they want, not what you what they want, not what you think they want.think they want.
Other Theories of Motivation (cont’d)Other Theories of Motivation (cont’d)
• Goal-Setting TheoryGoal-Setting Theory Task goals, properly set and managed, can be an Task goals, properly set and managed, can be an
important employee motivator.important employee motivator.
• Supervisors can use goal setting to motivate by:Supervisors can use goal setting to motivate by: Setting specific goals.Setting specific goals. Setting challenging but reasonably difficult goals.Setting challenging but reasonably difficult goals. Ensuring timely feedback to employees about goal Ensuring timely feedback to employees about goal
achievement.achievement. Allowing employees to participate in goal setting.Allowing employees to participate in goal setting. Making sure employees understand goal priorities.Making sure employees understand goal priorities. Reinforcing goal accomplishments.Reinforcing goal accomplishments.
Other Theories of Motivation (cont’d)Other Theories of Motivation (cont’d)
• Equity TheoryEquity Theory Posits that when people find themselves in situations Posits that when people find themselves in situations
of inequity or unfairness, they are motivated to act in of inequity or unfairness, they are motivated to act in ways to change their circumstances.ways to change their circumstances. A perceived imbalance of rewards to inputs in comparison to A perceived imbalance of rewards to inputs in comparison to
Other Theories of Motivation (cont’d)Other Theories of Motivation (cont’d)
• Employee Options for Dealing with Perceived Employee Options for Dealing with Perceived Inequities:Inequities:
Trying to increase the reward level by appeal to Trying to increase the reward level by appeal to management or filing a grievance.management or filing a grievance.
Decreasing the input level by putting in less job effort, Decreasing the input level by putting in less job effort, taking longer breaks, or being less cooperative.taking longer breaks, or being less cooperative.
If equity cannot be restored, leaving the situation by If equity cannot be restored, leaving the situation by transfer or seeking employment elsewhere.transfer or seeking employment elsewhere.
Other Theories of Motivation (cont’d)Other Theories of Motivation (cont’d)
• Reinforcement TheoryReinforcement Theory Law of effect:Law of effect:
Behavior that is rewarded tends to be repeated.Behavior that is rewarded tends to be repeated. Behavior that is punished tends to not be repeated.Behavior that is punished tends to not be repeated.
• Positive ReinforcementPositive Reinforcement Providing positive consequences to encourage Providing positive consequences to encourage
Bob Nelson, author of 1001 Ways to Reward Employees, says the form of reward rated number one by employees is verbal appreciation or praise from their immediate boss. Written appreciation or praise ranked number two. Below are some guidelines regarding the effective use of praise.
1. Praise should be genuine.
2. Praise should be specific.
3. Give praise for better than expected performance.
4. Praise should be timely.
5. Give praise for its own sake, not as a secondary motive.
Source: Bob Nelson, 1001 Ways to Reward Employees (New York: Workman Publishing Co., 1993).