Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Motivating and Rewarding Employees FOM9-1

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Learning Outcomes Describe the motivation process Define needs Explain the hierarchy of needs theory Differentiate Theory X from Theory Y Explain the motivational implications of the motivation-hygiene theory Describe the motivational implications of equity theory FOM9-2

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Learning Outcomes (continued) FOM9-3 Describe how managers can design individual jobs to maximize employee performance Describe the effect of workforce diversity on motivational practices

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Motivation Willingness High level of effort Satisfaction of individual need FOM9-4

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Drives Search Behaviour Tension Reduction of Tension Satisfied Need The Motivation Process Unsatisfied Need FOM9-5

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Maslow’sHierarchy of Needs SelfEsteemSocialSafetyPhysiological FOM9-6

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Theory X Employees Dislike Work Avoid Responsibility Little Ambition Theory Y Employees Enjoy Work Accept Responsibility Self-Directed FOM9-7

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Motivation- Hygiene Herzberg’s Motivation- Hygiene Theory Hygiene FactorsMotivators High Job DissatisfactionJob Satisfaction 0 Quality of supervision Salary and benefits Company policies Working conditions Relations with others Security and status Career advancement Recognition Work itself Responsibility Advancement Growth FOM9-8

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. The Three- Needs Theory Affiliation (nAff) Achievement (aAch) Power (nPow) FOM9-9

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. The Job CharacteristicsModel Skill Variety Task Identity Task Significance Autonomy Feedback FOM9-12

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Expand Jobs Vertically Establish Client Relationships Create Natural Work Units Open Feedback Channels Combine Tasks Guidelines for Job Redesign FOM9-15

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Integrating Contemporary Theories of Motivation Individual Goals Individual Effort Goals Direct Behaviour High nAch Ability Task Complexity Performance Evaluation Criteria Performance Criteria Reinforcement Dominant Needs Task Complexity Equity Comparison Organization Rewards Individual Performance FOM9-17

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Motivating a Diverse Workforce Flexibility Recognize differences Accommodate FOM9-18

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Pay-for-Performance Piece rate Gainsharing Wage-incentive Profit-sharing Bonuses FOM9-19

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Competency-Based Compensation Skills Knowledge Abilities Behaviour FOM9-20

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Motivating Minimum-Wage Employees Employee recognition Praise Empowerment FOM9-21

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Motivating Professional and Technical Employees New assignments Challenges Autonomy Training and educational opportunities Recognition Simplify non-work life FOM9-22

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Flexible Work Options Compressed work week Flex-time Job sharing Telecommuting FOM9-23

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Additional Suggestions for Motivating Employees _Recognize individuals _Match people to jobs _Use goals _Make goals attainable FOM9-24

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Further Suggestions for Motivating Employees _Individualize rewards _Link rewards to performance _Check the system for equity _Don’t ignore money FOM9-25