1 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Motivating Office Employees Chapter 10

2 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Motivation is Affected by a Number of Basic Human Traits Ability Aptitude Perceptions Self-confidence Values Interests Emotions Needs Personality

3 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Ability-determines how capable an individual is to carry out designated job duties. Aptitude-determines one’s potential for performing specific tasks. Perceptions-involves how one views his or her “world.” Self-concept-involves how one perceives himself or herself. Values-are a significant determinant of how one behaves.

4 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Interests-are a significant determinant of how one views his or her job. Emotions-involves one’s feelings about something. Needs-involves one’s motivation to attain certain goals. Personality-involves one’s openness, level of aggression, level of patience, and level of cooperation.

5 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 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 anticipation and produces behavior or actions directed toward goal attainment. Individual anticipates that goal achievement will produce a satisfying experience, which will restore equilibrium.

6 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Theories of Motivation Hierarchy of Needs Theory Motivation-Hygiene Theory Needs Theory Equity Theory Expectancy Theory Reinforcement Theory Job Characteristics Theory

7 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Hierarchy of Needs Theory Developed by A. H. Maslow. Human needs exist at 5 basic levels (in order). Physiological needs Safety needs Belonging and love needs Esteem needs Self-actualization needs Higher level needs are unimportant until lower level needs are satisfied. Higher level needs are unimportant until lower level needs are satisfied.

8 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 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 from physical danger, as well as job security and fringe benefits for employed individuals. Include the need for belonging to a group, need for companionship, need for love or affection, and need for socializing.

9 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Esteem Needs Self-actualization Needs Include self-esteem and esteem of others. Self-esteem Esteem of others Esteem of others Includes desire for achievement, self-respect, confidence, mastery. Includes recognition, attention, prestige, status. Refer to one’s desire to achieve maximum potential, or to become what one is capable of becoming.

10 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Motivation-Hygiene Theory Developed by Frederick Herzberg. Based on motivators and hygiene factors.

11 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Motivators Factors that produce positive attitudes or job satisfaction; however, their absence does not necessarily produce job dissatisfaction. AchievementResponsibility RecognitionAdvancement Work itselfGrowth

12 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Hygiene Factors Factors that produce job dissatisfaction; however, their presence at expected levels does not produce job satisfaction. Company policy and administration Supervisors and relationships with supervisors Working conditions Salary Interpersonal relations Personal life Relationship with subordinates Status Security

13 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Needs 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.

14 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Equity Theory Motivation results from an individual’s desire to reduce feelings of inequity that result when he or she finds: 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.

15 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Expectancy 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.

16 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 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.

17 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Reinforcement Theory (2 of 2) Reinforcement Theory (2 of 2) Uses two types of rewards: Contingent Reward Contingent Reward Noncontingent Reward Noncontingent Reward Reward is linked to a specific incident of an employee’s previous behavior. Reward is not linked to specific incident of an employee’s behavior.

18 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Job Characteristics Theory (1 of 2) Job Characteristics Theory (1 of 2) Indicates that jobs will be more motivational when they are comprised of: Skill variety. Task identity. Task significance. Autonomy. Feedback. Developed by Richard Hackman and Greg Oldham.

19 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Job Characteristics Theory (2 of 2) Job Characteristics Theory (2 of 2) When the core characteristics are in place, then employee performance will be affected by: Meaningful outcome. Responsibility. Knowledge of results.

20 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Goals Are an important component of the process of motivating employees. Employees without goals often lack motivation. Attributes of goals: Concreteness of goals Feedback on goal attainment Probability of goal attainment Participation in setting goals Amount of dedication in goal attainment

21 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Employees’ Values Values are an important component of motivation, and may change from time to time.

22 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ More leisure time. 3. Having rewards related to job performance. 5. Participating in decisions about things that affect them. Contemporary Employee’s Desires 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.

23 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Techniques Used to Motivate Employees Job enrichment Employee participation Management by objectives Flextime Incentives Job sharing Team building Self-management work teams Gain sharing Telecommuting Supervisor-subordinate collaboration

24 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Frustration Often results when employees are unable to succeed in goal attainment. Frustration is exhibited in several ways 1. Selecting alternative goals they can accomplish. 2. Becoming aggressive. 3. Becoming anxious. 4. Developing a defense mechanism. 5. Taking corrective action.