1. Motivating Employees

2. Employees will be motivated if
They have a personality that predisposes them to be motivated
Their expectations have been met
The job and organization are consistent with their values
The employees have been given achievable goals
The employees receive feedback on their goal attainment
The organization rewards them for achieving their goals
The employees perceive they are being treated fairly, and
Their coworkers demonstrate a high level of motivation

3. Is an Employee Predisposed to Being Motivated?
Personality
Conscientiousness
Self-esteem
Chronic
Situational
Socially influenced
Need for achievement
Intrinsic motivation

4. Increasing Self-Esteem
Self-esteem workshops
Experience with success
self-fulfilling prophecy
trying new experiences and taking little steps
Supervisor behavior
Pygmalion effect
Golem effect

5. Need for Achievement McClelland (1961) Three needs
Need for affiliation
Need for power

6. Employee Values and Expectations
Have the employee’s expectations been met?
Realistic job previews (RJPs)
Job descriptions
Have the employee’s needs, values and wants been met?
Maslow’s Needs Hierarchy
ERG Theory
Two-factor Theory

7. Maslow’s Need Hierarchy
Self-Actualization Needs
Ego Needs
Social Needs
Safety Needs
Basic Biological Needs

8. ERG Theory
Growth
Relatedness
Existence

9. Two-Factor Theory Motivators Hygiene factors Responsibility Growth
Challenge
Job control
Hygiene factors
Pay
Benefits
Coworkers
Security

10. Comparison of Needs Theories
Maslow
ERG
Two-Factor
Self-actualization
Growth
Motivators
Ego
Social
Relatedness
Hygiene Factors
Safety
Existence
Physical

11. Job Characteristics Theory
Employees desire jobs that are
Meaningful
Allow autonomy
Provide them with feedback
Jobs will have motivating potential if they have
Skill variety
Task identification
Task significance

12. Correlation with Work Behavior
Job Characteristics and Work Behavior Fried and Ferris (1987) meta-analysis
Job characteristic
Correlation with Work Behavior
Satisfaction
Performance
Absenteeism
Skill variety
.45
.09
-.24
Task identity
.26
.13
-.15
Task significance
.35
.14
Autonomy
.48
.18
-.29
Job feedback
.43
.22
-.19
Motivating potential score
.63
-.32

13. Setting Goals Specific Measurable Difficult but attainable Relevant
Time bound
Employee participation

14. Providing Feedback Positive Feedback Negative Feedback
should be specific
should be sincere
should be timely
Negative Feedback
should be constructive
concentrate on behaviors
always give in private
Self-Regulation Theory

15. Going Hollywood
Office Space (DVD Segment 13)

16. Going Hollywood
9 to 5 (DVD Segment 5: The Xerox Room)

17. What was wrong with the feedback in the video clips?
Let's Talk
What was wrong with the feedback in the video clips?

18. Rewarding Excellent Performance
Timing of the reward
Contingency of the reward
Type of reward

19. The Premack Principle Different things reinforce different people
We can get people to engage in behaviors they don’t like (e.g., studying) by reinforcing them with the opportunity to engage in behaviors they like better (e.g., taking out the trash)

20. Sample Reinforcement Hierarchy
Most Desired
- Money
- Time off from work
- Lunch time
- Working next to Wanda
- Supervisor praise
- Running the press
- Getting printing plates
- Throwing out oily rags
- Typesetting
- Cleaning the press
Least Desired

21. Financial Incentive Plans
Individual Incentive Plans
pay for performance
merit pay
Organizational Incentive Plans
profit sharing
gainsharing
stock options

22. Variable Pay
Individual (tenure, performance, skill and knowledge)
Organizational (gainsharing, profit sharing, stock options)
_______________________________________________
Adjustments
Location (COLAs)
Shift
________________________________________________
Base Pay
Market value
Job evaluation
Benefits

23. Punishing Poor Performance

24. Let's Talk
What are the merits of rewarding good performance versus punishing bad performance?

25. Treating Employees Fairly Equity and Keeping Promises

26. Are Rewards And Resources Given Equitably?
Equity Theory
Components
inputs
outputs
input/output ratio
Possible Situations
underpayment
overpayment
equal payment

27. Equity Theory Underpayment Overpayment Work less hard
Become more selfish
Lower job satisfaction
Overpayment
No guilt feelings
Work harder
Become more team oriented

28. Expectancy Theory
Expectancy
Instrumentality
Valence

29. Motivation Level of Other Employees Social Learning

30. Putting it all Together
Applied Case Study: Taco Bueno Restaurants

31. Motivation Strategies
Let's Talk
Focus on Ethics
Motivation Strategies

32. What Do You Think?
Although there were some legal ramifications for what Hooter’s did, do you think what they did to the waitress was also unethical?
Do you think that the waitresses were lied to? If so, do you think lying to employees is unethical?
What do you think about the motivating strategy of allowing employees to rip off the shirts of other employees? Is humiliating employees ethical?

33. What Do You Think?
Is it ethical to promise money or other monetary compensation to students for studying hard? What if the losing students actually studied harder then the winner, but the winner only did well because he/she just happened to be brighter? Would giving that student the money be fair to the students who studied hard?
Does the fact that these motivation techniques had the desired result by increasing sales or decreasing the use of paper outweigh any negative consequences of such motivators?