1. Principles of Management 11e Kreitner
Chapter 13
Motivating Job Performance
Instructor: IFTEKHAR AMIN CHOWDHURY

2. Motivation Theories Motivation Theories of Motivation
The psychological process that gives behavior purpose and direction
Theories of Motivation
Maslow’s needs hierarchy theory
Herzberg’s two-factor theory
Expectancy theory
Goal-setting theory
Instructor: IFTEKHAR AMIN CHOWDHURY

3. Figure 12.1: Individual Motivation and Job Performance
Instructor: IFTEKHAR AMIN CHOWDHURY

4. Maslow’s Needs Hierarchy Theory
People have needs, and when one need is relatively fulfilled, others emerge in predictable sequence to take its place.
Maslow’s Hierarchy of Needs
Physiological needs: food, water, sleep, and sex
Safety needs: safety from the elements and enemies
Love needs: desire for love, affection, and belonging
Esteem needs: self-perception as a worthwhile person
Self-actualization: becoming all that one can become
Instructor: IFTEKHAR AMIN CHOWDHURY

5. Figure 12.2: Maslow’s Hierarchy of Needs Theory
Instructor: IFTEKHAR AMIN CHOWDHURY

6. Relevance of Maslow’s Theory for Managers
Beyond physical and safety needs, managers cannot predict which of the three highest needs will emerge.
A fulfilled need does not motivate an individual.
Effective managers can anticipate emerging needs based on individual need profiles and provide opportunities for fulfillment.
The esteem level of needs satisfied by jobs and recognition provides managers with the greatest opportunity to motivate better performance.
Instructor: IFTEKHAR AMIN CHOWDHURY

7. Herzberg’s Two-Factor Theory
Herzberg’s two-factor theory is a theory of motivation based on job satisfaction.
A satisfied employee is motivated from within to work harder.
A dissatisfied worker is not self-motivated to work.
Conclusion: Enriched jobs are the key to self- motivation.
Dissatisfiers: Factors associated with the job context or work environment
Satisfiers: Factors associated with the nature of the task itself (job content)
Instructor: IFTEKHAR AMIN CHOWDHURY

8. Table 12.1: Herzberg’s Two-Factor Theory
Source: Adapted from an exhibit from “One More Time: How Do You Motivate Employees?” by Frederick Herzberg (January–February 1968). Copyright © 1968 by the President and Fellows of Harvard College; all rights reserved. Reprinted by permission of HBS Publishing.
Instructor: IFTEKHAR AMIN CHOWDHURY

9. Implications of Herzberg’s Theory
Satisfaction is not the opposite of dissatisfaction.
There is a need to think carefully about what motivates employees.
Meaningful, interesting, and challenging (enriched) work is needed to satisfy and motivate employees.
Problems with Theory
Assumption of job performance improving with satisfaction is weakly, at best, supported.
One person’s dissatisfier is another person’s satisfier.
Instructor: IFTEKHAR AMIN CHOWDHURY

10. Expectancy Theory (Vroom)
Vroom’s theory is a model that assumes that motivational strength is determined by the perceived probabilities of success.
Expectancy: One’s subjective belief or expectation that one thing will lead to another
A Basic Expectancy Model
One’s motivational strength increases as one’s perceived effort-performance and performance- reward probabilities increase the likelihood of obtaining a valued reward.
Instructor: IFTEKHAR AMIN CHOWDHURY

11. Figure 12.3: A Basic Expectancy Model
Instructor: IFTEKHAR AMIN CHOWDHURY

12. Relevance of Expectancy Theory to Managers
Employee expectations can be influenced by managerial actions and organizational experience.
Training increases employee confidence in their efforts to perform.
Listening provides managers with insights into employees’ perceived performance-reward probabilities.
Instructor: IFTEKHAR AMIN CHOWDHURY

13. Goal-Setting Theory
Goal setting is the process of improving performance with objectives, deadlines, or quality standards.
A General Goal-Setting Model
Properly conceived goals trigger a motivational process that improves performance.
Instructor: IFTEKHAR AMIN CHOWDHURY

14. Figure 12.4: A Model of How Goals Can Improve Performance
Instructor: IFTEKHAR AMIN CHOWDHURY

15. Goal-Setting Theory (cont’d)
Personal Ownership and Effective Goals:
Specificity makes goals measurable.
Difficulty makes goals challenging.
Participation gives personal ownership of the goal.
How Do Goals Actually Motivate?
Goals are exercises in selective perception.
Goals encourage effort to achieve something specific.
Goals encourage persistent effort.
Goals foster creation of strategies and action plans.
Practical Implications of Goal-Setting Theory
The developed ability to effectively set goals can be transferred readily to any performance environment.
Instructor: IFTEKHAR AMIN CHOWDHURY

16. Motivation Through Job Design
The delineation of task responsibilities as dictated by organizational strategy, technology, and structure
Strategy One: Fitting People to Jobs
Realistic job previews: Honest explanations of what a job actually entails
Job rotation: Moving people from one specialized job to another
Limited exposure: Using an incentive such as contingent time off (CTO) to motivate performance
Instructor: IFTEKHAR AMIN CHOWDHURY

17. Motivation Through Job Design (cont’d)
Strategy Two: Fitting Jobs to People
Job enlargement: Combining two or more specialized tasks (horizontal loading) to increase motivation
Job enrichment: Redesigning a job to increase its motivating potential by introducing planning and decision-making responsibility (vertical loading)
Five Core Dimensions of Work
Skill variety
Task identity
Task significance:
Autonomy
Job feedback
Instructor: IFTEKHAR AMIN CHOWDHURY

18. Figure 12.5: How Job Enrichment Works
Source: J. Hackman/G. Oldham, WORK REDESIGN, Figure 4.6. © Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ.
Instructor: IFTEKHAR AMIN CHOWDHURY

19. Motivation Through Rewards
Extrinsic Rewards
Payoffs granted to the individual by other people: money, employee benefits, promotions, recognition, status symbols, and praise
Intrinsic Rewards
Self-granted and internally experienced payoffs: sense of accomplishment, self-esteem, and self-actualization
Improving Performance with Extrinsic Rewards
Rewards must satisfy individual operative needs: allow employees to select their own mix of benefits
Employees must believe effort will lead to reward.
Rewards must be equitable.
Rewards must be linked to performance.
Instructor: IFTEKHAR AMIN CHOWDHURY

20. Table 12.2: Guide to Employee Compensation Plans
Instructor: IFTEKHAR AMIN CHOWDHURY

21. Table 12.2: Guide to Employee Compensation Plans (cont’d)
Instructor: IFTEKHAR AMIN CHOWDHURY

22. Figure 12.6: Personal and Social Equity
Instructor: IFTEKHAR AMIN CHOWDHURY

23. Figure 12.6: Personal and Social Equity (cont’d)
Instructor: IFTEKHAR AMIN CHOWDHURY

24. Motivation Through Employee Participation
Participative Management
The process of empowering employees to assume greater control of the workplace
Setting goals
Making decisions
Solving problems
Designing and implementing organizational changes
Three approaches to participation
Quality control circles
Open-book management (OBM)
Self-managed teams
Instructor: IFTEKHAR AMIN CHOWDHURY

25. Quality Control (QC) Circles
Voluntary problem-solving groups of five to ten employees from the same work area who meet regularly to discuss quality improvement and ways to reduce costs
Assume responsibility for recommending, implementing, and evaluating solutions to quality problems
Voluntary participation that taps into the creative potential of every employee
Instructor: IFTEKHAR AMIN CHOWDHURY

26. Open-Book Management (OBM)
Sharing a company’s key financial data and statements with all employees and providing the education that will enable them to understand how the company makes money and how their actions affect its success and bottom line
Benefits of OBM
Displays a high degree of trust in employees
Creates strong commitment to employee training
Teaches patience when waiting for results
Instructor: IFTEKHAR AMIN CHOWDHURY

27. Figure 12.7: The Four STEP Approach to Open-Book Management
Instructor: IFTEKHAR AMIN CHOWDHURY

28. Self-Managed Teams (Autonomous Work Groups)
High performance teams assume traditional managerial duties such as staffing and planning as part of their normal work routine.
Jobs are vertically loaded when nonmanagerial team members assume duties traditionally performed by managers.
The concept is new to the workplace and is not widespread.
Managerial Resistance
Traditional authoritarian supervisors view autonomous teams as a threat to their authority and job security.
Instructor: IFTEKHAR AMIN CHOWDHURY

29. Keys to Successful Employee Participation Programs
Building Employee Support for Participation
A profit-sharing or gain-sharing plan
A long-term employment relationship with good job security
A concerted effort to build and maintain group cohesiveness
Protection of the individual employee’s rights
Instructor: IFTEKHAR AMIN CHOWDHURY

30. Quality-of-Work-Life Programs
Flexible Work Schedules
Flextime: A work schedule that allow employees to choose their own arrival and departure times within specified limits
Benefits
Better employee-supervisor relations
Reduced absenteeism
Selective positive impact on job performance
Expanded concept of flextime
Reduced time, paid leaves, telecommuting
Compressed workweeks
Semipermanent and permanent part-time
Job sharing
Instructor: IFTEKHAR AMIN CHOWDHURY

31. Figure 12.8: Flextime in Action
Instructor: IFTEKHAR AMIN CHOWDHURY

32. Quality-of-Work-Life Programs
Top family-friendly benefits
Dependent care flexible spending accounts
Flextime
Family leave above that required by the FMLA
Telecommuting on a part-time basis
Compressed workweeks
Family Medical Leave Act (FMLA)
Requires employers to provide up to 12 weeks of unpaid leave per year for family events
Covers only employers with 50 or more employees
Requires that employees must first exhaust sick and vacation leave
Instructor: IFTEKHAR AMIN CHOWDHURY

33. Quality-of-Work-Life Programs
Wellness Programs
Employer-provided programs to help employees cope with stress and burnout
Sabbaticals
Giving long-term employees extended periods of paid time off to refresh themselves and bolster their motivation and loyalty
Instructor: IFTEKHAR AMIN CHOWDHURY

34. Terms to Understand Motivation Rewards Expectancy theory
Goal setting
Job design
Realistic job previews
Job rotation
Contingent time off
Job enlargement
Job enrichment
Rewards
Extrinsic rewards
Intrinsic rewards
Cafeteria compensation
Participative management
Quality control circles
Open-book management
Self-managed teams
Family-friendly companies
Instructor: IFTEKHAR AMIN CHOWDHURY