Motivating Employees Chapter 12

Motivation The psychological processes that arouse and direct goal-directed behavior.

Personal Factors Personality Ability Core self-evaluations Emotions Attitudes Needs

Contextual Factors Organizational culture Cross-cultural values Physical environment Rewards and reinforcement Group norms Communication technology Leader behavior Organizational design

Model of Motivation Unfulfilled Need Motivation Behaviors Rewards Feedback

Extrinsic Reward The payoff, such as money, a person receives from others for performing a particular task.  External Reward

Intrinsic Reward The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.  Internal Reward

Four Major Perspectives on Motivation Content Process Job Design Reinforcement

Content Perspectives Need-based Perspectives Theories that emphasize the needs that motivate people. Needs – Physiological or psychological deficiencies that arouse behavior.

Maslow’s Hierarchy of Needs Proposes that people are motivated by five levels of needs:  Physiological  Safety  Love  Esteem  Self-Actualization

Acquired Needs Theory David McClelland States that three needs are major motives determining people’s behavior in the workplace.  Achievement  Affiliation  Power

Self-Determination Theory Deci and Ryan Assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs:  Competence  Autonomy  Relatedness

Two-Factor Theory Herzberg Proposed that work satisfaction and dissatisfaction arise from two different factors  Work satisfaction from motivating factors  Work satisfaction from hygiene factors

Hygiene Factors Factors associated with job dissatisfaction which affect the job context in which people work.  Salary  Working conditions  Interpersonal relationships  Company policy Also known as lower-level needs

Motivating Factors Motivators – factors associated with job satisfaction which affect the job content or the rewards of work performance.  Achievement  Recognition  Responsibility  Advancement Also known as higher level needs

Comparison MASLOW Self- Actualization Esteem Love Safety Physiological MCCLELLAND Achievement Power Affiliation DECI AND RYAN Competence Autonomy Relatedness HERZBERG Motivating factors Hygiene Factors

Process Perspectives Concerned with the thought processes by which people decide how to act.  How employees choose behavior to meet their needs. 1. Equity Theory 2. Expectancy Theory 3. Goal-setting Theory

Equity Theory Focuses on employee perceptions as to how fairly they think they are being treated compared with others. Elements of Equity Theory:  Inputs  Outputs or Rewards  Comparison

Expectancy Theory Suggests that people are motivated by two things: 1. How much they want something 2. How likely they think they are to get it

Three Major Elements of Expectancy Theory 1. Effort…Expectancy 2. Performance…Instrumentality 3. Outcomes…Valence

Expectancy The belief that a particular level of effort will lead to a particular level of performance.

Instrumentality The expectation that successful performance of the task will lead to the outcome desired.

Valence The importance a worker assigns to the possible outcome or reward. Value

Goal-Setting Theory Suggests that employees can be motivated by goals that are specific and challenging but achievable.

Four Motivational Mechanisms of Goal-Setting Theory 1. It directs your attention 2. It regulates the effort expended 3. It increases your persistence 4. It fosters use of strategies and action plans

Goal An objective that a person is trying to accomplish through his or her efforts

Characteristics of Goals Goals should be specific Goals should be challenging but achievable Goals should be linked to action plans Goals need not be set jointly to be effective Feedback enhances goal attainment

Job Design The division of an organization’s work among its employees and The application of motivational theories to jobs to increase satisfaction and performance.

Job Simplification The process of reducing the number of tasks a worker performs.

Fitting people to jobs is based on the assumption that people will gradually adapt to any work situation.

Job Enlargement Consists of increasing the number of tasks in a job to increase variety and motivation. Job Enrichment: consists of building into a job such motivating factors as:  Responsibility  Achievement  Recognition  Stimulating work  Advancement

Job Characteristics Model Consists of  Five core job characteristics that affect  Three critical psychological states of an employee that in turn affect  Work outcomes – the employee’s motivation, performance, and satisfaction.

Five Core Job Characteristics Skill variety Task identity Task significance Autonomy feedback

Three Psychological States Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of actual results of the work

Work Outcomes High work motivation High work performance High work satisfaction Low absenteeism and turnover

Reinforcement Anything that causes a given behavior to be repeated or inhibited.  Four types of reinforcement Positive reinforcement Negative reinforcement Extinction Punishment

Positive Reinforcement The use of positive consequences to strengthen a particular behavior. Negative Reinforcement The process of strengthening a behavior by withdrawing something negative.

Extinction The weakening of behavior by ignoring it or making sure it is not reinforced.

Punishment The process of weakening behavior by presenting something negative or withdrawing something positive.

Positive Reinforcement Reward only desirable behavior Give rewards as soon as possible Be clear about what behavior is desired Have different rewards and recognize individual differences

Punishment Punish only undesirable behavior Give reprimands Be clear about what behavior is undesirable Administer punishment in private Combine punishment and positive reinforcement

Pay for Performance Bases pay on one’s results Piece Rate – employees are paid according to how much output they produce. Sales Commission – Sales representatives are paid a percentage of the earnings the company made from their sales.

Bonuses Cash awards given to employees who achieve specific performance objectives. Profit sharing – the distribution to employees of a percentage of the company’s profits Gainsharing – the distribution of savings or “gains” to groups of employees who reduced costs and increased measurable productivity.

Stock Options Certain employees are given the right to buy stock at a future date for a discounted price. Pay for Knowledge – Ties employee pay to the number of job-relevant skills or academic degrees they earn.