1. Human Resources Management 12e Gary Dessler
Motivation and HRM
Lecture 3
Based on
Ch12
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

2. Human Resources Management 12e Gary Dessler
Motivation and HRM
Incentives play an important role in any reward scheme and or pay plan.
The main purpose of this lecture is to introduce you to WHY managers use performance-based incentives to motivate employees.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

3. Tomorrows Tutorial read chapter 4
Tutorial 4 - Exploring job design and job analysis –
1. What items are typically included in the job description? What items are not shown?
2. What is job analysis? How can you make use of the information it provides?
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4. Chapter12 Today we will focus on MOTIVATION outlined in chapter 12
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5. Motivation, Performance, and Pay
Human Resources Management 12e Gary Dessler
Motivation, Performance, and Pay
Incentives
Financial rewards paid to workers whose production exceeds a predetermined standard.
Frederick Taylor
Popularized scientific management and the use of financial incentives in the late 1800s.
Systematic soldiering
Fair day’s work
Linking Pay and Performance
Understanding the motivational bases of incentive plans
Frederick Taylor popularized using financial incentives—financial rewards paid to workers whose production exceeds some predetermined standard—in the late 1800s. Compensation experts argue that managers need to have a better understanding of the motivational bases of incentive plans in order for their plans to succeed.
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

6. Human Resources Management 12e Gary Dessler
Maslow
Abraham Maslow made what may be the most popular observation on what motivates people in proposing that people have a hierarchy of needs that they are motivated to satisfy.
Maslow’s theory has many practical implications for managers using incentive programs.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

7. Human Resources Management 12e Gary Dessler
The Hierarchy of Needs
Maslow’s Hierarchy of Needs:
Physiological (food, water, warmth)
Security (a secure income, knowing one has a job)
Social (friendships and camaraderie)
Self-esteem (respect)
Self-actualization (becoming a whole person)
Maslow’s prepotency process principle:
People are motivated first to satisfy each lower-order need and then, in sequence, each of the higher-level needs.
Abraham Maslow made what may be the most popular observation on what motivates people in proposing that people have a hierarchy of needs that they are motivated to satisfy. Maslow’s theory has many practical implications for managers using incentive programs.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

8. Herzberg’s Hygiene–Motivator Theory
Human Resources Management 12e Gary Dessler
Herzberg’s Hygiene–Motivator Theory
Hygienes (extrinsic job factors)
Satisfy lower-level needs
Inadequate working conditions, salary, and incentive pay can cause dissatisfaction and prevent satisfaction.
Motivators (intrinsic job factors)
Satisfy higher-level needs
Job enrichment (challenging job, feedback, and recognition) addresses higher-level (achievement, self-actualization) needs.
Premise:
The best way to motivate someone is to organize the job so that doing it provides feedback and challenge that helps satisfy the person’s higher-level needs.
Frederick Herzberg said the best way to motivate someone is to organize the job so that doing it provides the feedback and challenge that helps satisfy the person’s “higher-level” needs for things like accomplishment and recognition.
Herzberg’s theory makes the point that relying exclusively on financial incentives is risky. The employer should also provide the recognition and challenging work that most people desire.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

9. Human Resources Management 12e Gary Dessler
Frederick Herzberg
Frederick Herzberg said the best way to motivate someone is to organize the job so that doing it provides the feedback and challenge that helps satisfy the person’s “higher-level” needs for things like accomplishment and recognition.
Herzberg’s theory makes the point that relying exclusively on financial incentives is risky.
The employer should also provide the recognition and challenging work that most people desire.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

10. Human Resources Management 12e Gary Dessler
Edward Deci
Psychologist Edward Deci’s work highlights another potential downside to relying too heavily on extrinsic rewards: They may backfire.
Deci found that extrinsic rewards could at times actually detract from the person’s intrinsic motivation.
Managers should be cautious in devising incentive pay for highly motivated employees, lest they inadvertently demean and detract from the desire they have to do the job out of a sense of responsibility.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

11. Demotivators and Edward Deci
Human Resources Management 12e Gary Dessler
Demotivators and Edward Deci
Intrinsically motivated behaviors are motivated by the individual’s underlying need for competence and self-determination.
Offering an extrinsic reward for an intrinsically-motivated act can conflict with the acting individual’s internal sense of responsibility.
Some behaviors are best motivated by job challenge and recognition, others by financial rewards.
Psychologist Edward Deci’s work highlights another potential downside to relying too heavily on extrinsic rewards: They may backfire. Deci found that extrinsic rewards could at times actually detract from the person’s intrinsic motivation. Managers should be cautious in devising incentive pay for highly motivated employees, lest they inadvertently demean and detract from the desire they have to do the job out of a sense of responsibility.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

12. Human Resources Management 12e Gary Dessler
Victor Vroom
Victor Vroom’s expectancy motivation theory posits that people will pursue rewards they desire when they believe that they are likely to be successful in obtaining the rewards.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

13. Victor Vroom’s Expectancy Theory
Human Resources Management 12e Gary
Victor Vroom’s Expectancy Theory
Motivation is a function of:
Expectancy: the belief that effort will lead to performance.
Instrumentality: the connection between performance and the appropriate reward.
Valence: the value the person places on the reward.
Motivation = (E x I x V)
If any factor (E, I, or V) is zero, then there is no motivation to work toward the reward.
Employee confidence building and training, accurate appraisals, and knowledge of workers’ desired rewards can increase employee motivation.
Victor Vroom’s expectancy motivation theory posits that people will pursue rewards they desire when they believe that they are likely to be successful in obtaining the rewards.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

14. Skinner’s principles
Managers apply Skinner’s principles by using behavior modification.
Behavior modification means changing behavior through rewards or punishments that are contingent on performance.
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15. Behavior Modification / Reinforcement Theory
Human Resources Management 12e Gary Dessler
Behavior Modification / Reinforcement Theory
B. F. Skinner’s Principles
To understand behavior one must understand the consequences of that behavior.
Behavior that leads to a positive consequence (reward) tends to be repeated, while behavior that leads to a negative consequence (punishment) tends not to be repeated.
Behavior can be changed by providing properly scheduled rewards (or punishments).
Managers apply Skinner’s principles by using behavior modification. Behavior modification means changing behavior through rewards or punishments that are contingent on performance.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

16. Question
According to Maslow's theory, a manager will not be able to motivate an employee with challenging tasks if the employee does not make enough money to pay for basic necessities.
TRUE or False
Answer: ? 
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17. Answer
Answer TRUE
Explanation: Maslow's theory has many practical implications. For example, insecure employees won't be as concerned with doing jobs that might be "beneath them"; and, don't try to motivate someone with more challenging work if he or she doesn't earn enough to pay the bills.
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18. Question
In Herzberg's Hygiene-Motivator theory, working conditions are motivator factors, and challenging assignments are hygiene factors. True or False
Answer:
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19. Answer
Answer FALSE
Explanation: Hygiene factors are factors outside the job itself, such as working conditions, salary, and incentive pay. Motivator factors include challenging tasks, feedback, and recognition.
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20. Question
According to Herzberg's motivation theory, good working conditions will prevent dissatisfaction but will not lead to feelings of satisfaction. True or False
Answer:
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21. Answer
Answer TRUE
Explanation: Frederick Herzberg said the best way to motivate someone is to organize the job so that doing
it provides the feedback and challenge that helps satisfy the person's "higher-level" needs for things like accomplishment and recognition.
Satisfying "lower level" needs for things like better pay and working conditions just keeps the person from becoming dissatisfied.
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22. Review of the meaning of motivation
The driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation
The degree to which an individual wants and chooses to engage in certain behaviour

23. Common characteristics underpinning definitions of motivation
Motivation is typified as an individual phenomenon
Motivation is described, usually, as intentional
Motivation is multifaceted
The purpose of motivational theories is to predict behaviour

24. A basic motivational model
Figure 12.1
A basic motivational model

25. Intrinsic & extrinsic motivation
Related to tangible rewards, e.g. salary, security, promotion, conditions of work
Intrinsic motivation
Related to psychological rewards, e.g. a sense of challenge and achievement, receiving appreciation
Related to

26. Higher set of motivational needs system
Attachment / affiliation – the need for engagement & sharing, a feeling of community and a sense of belonging
Exploration / assertion – the ability to play & work, a sense of fun & enjoyment, the need for self-assertion & the ability to choose

27. Broad classification for motivation at work
Economic rewards – such as pay, fringe benefits, pension rights, security (instrumental orientation)
Intrinsic satisfaction – derived from the nature of work itself (personal orientation)
Social relationships – such as friendships, group working, status & dependency (relational orientation)

28. The needs & expectation of people at work
Figure 12.2
The needs & expectation of people at work

29. Money as a motivator Rational – economic concept
Taylor asserted that what workers wanted from employers was high wages

30. Motivation other than money
Historically loyalty was bought & employees offered gradual progression up the hierarchy, a decent salary & job security in return for a hard day’s work
Increasingly motivation is based on values rather than purely a financial reward

31. Goal-Setting Theory
Goal: target, objective, or result that someone tries to accomplish.
Goal-setting theory - people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement.

32. Management by Objective
Systematic and organized approach that allows managers to focus on attainable goals and achieve the best results.
MBO helps motivate individuals by aligning their objectives with the goals of the organization.
MBO Principals:
A series of related organizations, goals, and objectives
Specific objectives for each individual
Participative decision making
Set time period to accomplish goals
Performance evaluation and feedback

33. Job Design & Motivation
Job enlargement: job design that expands an employee’s responsibilities by increasing the number and variety of tasks assigned to the worker.
Job enrichment: change in job duties to increase employees’ authority in planning their work, deciding how it should be done, and learning new skills.

34. Maslow’s hierarchy of needs
Figure 12.5
Maslow’s hierarchy of needs

35. Relating Maslow’s model to work situations
There are a few problems doing this –
People do not necessarily satisfy their needs, especially higher-level needs, just through work
There is doubt about the time that elapses between satisfying lower-level & emergence of higher-level needs
Some rewards or outcomes may satisfy more than one need
The motivating factors may not be the same for each person

36. Applying Maslow’s hierarchy
Table 12.1
Source: Steers, R.M. and Porter, L.W., Motivation and Work Behaviour, Fifth edition, McGraw-Hill (1991) p.35. Reproduced with permission from The McGraw-Hill Companies Inc.

37. Applying Maslow’s hierarchy
Table 12.1
Source: Steers, R.M. and Porter, L.W., Motivation and Work Behaviour, Fifth edition, McGraw-Hill (1991) p.35. Reproduced with permission from The McGraw-Hill Companies Inc.

38. Motivation and China
Until recently the China government placed people in jobs more or less arbitrarily – without benefit of knowing their innate special talents and interests. And when university students had to choose their major field of study, many based their choice mainly on the field’s potential to provide a good income.
People in China increasingly have more flexibility in their choice of career. Many have taken advantage of the new opportunities to move from company to company to increase their job satisfaction..
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39. Motivation China’s technological and managerial competence is growing.
More and more people are moving higher on Maslow’s Hierarchy.
Maslow would say that the Chinese people now have more capacity to become self-actualized.
As a result, he would say that China itself is increasing its capacity to become self-actualized.
What do you think? I want you to discuss this in the tutorial and say what you think is the best way to motivate workers in China
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40. Basic model of expectancy theory
Figure 12.8
Basic model of expectancy theory

41. Implications for managers of motivation theories
Managers need to –
Use rewards appropriate in terms of individual performance
Attempt to establish clear relationships between effort-performance & rewards, as perceived by the individual
Establish clear procedures for the evaluation of individual levels of performance
Pay attention to intervening variables
Minimise undesirable outcomes that may be perceived to result from a high level of performance, e.g. industrial accidents

42. Behaviour as a consequence of inequity
Six broad types of possible behaviour as consequences of inequity –
Changes to input levels
Changes to outcomes
Cognitive distortion of inputs & outcomes
Leaving the field
Acting on others

43. Practical implications of equity theory
Employees should be given the opportunity to appeal against decisions that affect their welfare
Employees are more likely to accept & support organisational change when they believe it is implemented fairly

44. Question
Who proposed a two-factor theory that explains how motivator factors relate to satisfaction and hygiene factors relate to dissatisfaction?
A) Frederick Taylor
B) Abraham Maslow
C) Frederick Herzberg
D) David McClelland
E) Edward Deci
Answer ??????
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45. Answer
Answer C
Explanation: Herzberg says the factors ("hygienes") that satisfy lower-level needs are different from those ("motivators") that satisfy or partially satisfy higher-level needs.
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46. Question
) Rebecca's manager wants to acknowledge her outstanding service record for the past quarter. The manager decides to give Rebecca a bonus of $1000 as a reward. According to Edward Deci, which of the following will most likely occur as a result?
A) The bonus will encourage Rebecca to work harder than before.
B) The bonus will detract from Rebecca's inner desire to work hard.
C) The bonus will increase Rebecca's loyalty to her employer and her satisfaction.
D) Rebecca's bonus will satisfy her higher-level needs and increase her motivation.
E) Rebecca will feel inadequate because the bonus fails to address hygiene factors.
Answer: ????????
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47. Answer
Answer B
Explanation: Psychologist Edward Deci's work highlights a potential downside to relying too heavily
on extrinsic rewards: They may backfire. Deci found that extrinsic rewards could at times actually detract from the person's intrinsic motivation. Herzberg's work indicates that it is more effective to satisfy an employee's higher-level rather than lower-level needs.
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