1. Chapter 16
Motivating Employees

2. The Concept of Motivation
Motivation – the arousal of enthusiasm and persistence to pursue a course of action
Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence
Employee motivation affects productivity
A manager’s job is to channel motivation toward the accomplishment of goals

3. 16.1 A Simple Model of Motivation

4. 16.2 Four Categories of Motives Managers Can Use

5. Content Perspectives on Motivation
If managers understand employees’ needs, they can design appropriate reward systems
Needs motivate people
Needs translate into an internal drive that motivates behavior
People have a variety of needs

6. 16.3 Maslow’s Hierarchy of Needs

7. ERG Theory Existence needs – the needs for physical well-being
Relatedness needs – the needs for satisfactory relationships with others
Growth needs – the needs that focus on the development of human potential and the desire for personal growth
Frustration-regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need

8. 16.4 Herzberg’s Two-Factor Theory

9. Acquired Needs Need for achievement Need for affiliation
Need for power

10. Process Perspectives on Motivation
How people select behavioral actions
Goal-Setting Theory
Equity Theory
Expectancy Theory

11. Goal-Setting Theory
Increase motivation and enhance performance by setting goals and providing timely feedback
Key components of the theory:
Goal specificity
Goal difficulty
Goal acceptance
Feedback

12. 16.5 Criteria for Motivational Goals

13. Equity Theory Changing work effort Changing outcomes
Individual perceptions of fairness
Inequity occurs when the input-to-outcome ratios are out of balance
Perceived inequity can be reduced by:
Changing work effort
Changing outcomes
Changing perception
Leaving the job

14. Expectancy Theory
Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards
E → P: determining whether putting effort into a given task will lead to high performance
P → O: determining whether successful performance of a task will lead to the desired outcome
Valence – the value or attraction an individual has for an outcome

15. 16.6 Major Elements of Expectancy Theory

16. Reinforcement Perspective on Motivation
Behavior Modification
Reinforcement theory techniques used to modify behavior
Reinforcement
Anything that causes a behavior to be repeated or inhibited
Law of Effect
Positively reinforced behavior tends to be repeated and unreinforced behavior inhibited

17. Four Reinforcement Tools
Extinction
Withholding of a positive reward
Punishment
Imposition of unpleasant outcomes on an employee
Avoidance learning
Removal of an unpleasant consequence once a behavior is improved
Positive Reinforcement
Pleasant and rewarding consequences following a desired behavior

18. 16.7 Changing Behavior with Reinforcement

19. Social Learning Theory
Individual’s motivation can result from the person’s observations of other people’s behavior
Vicarious learning – observational learning from seeing others’ behaviors and getting rewarded for them

20. Job Design for Motivation
Job Rotation
Job Enlargement
Job Enrichment

21. 16.8 The Job Characteristics Model

22. Dimensions that determine a job’s motivational potential:
Core Job Dimensions
Dimensions that determine a job’s motivational potential:
Skill variety
Task identity
Task significance
Autonomy
Feedback
Based on:
Critical Psychological States
Personal and Work Outcomes
Employee Growth-Need Strength

23. Innovative Ideas for Motivating
Organizations are using various types of incentive compensation to motivate employees to higher levels of performance
Variable compensation is a key motivational tool
Incentive plans can backfire
They should be combined with motivational ideas and intrinsic rewards and meeting higher-level needs
Incentives should reward the desired behavior

24. 16.9 New Motivational Compensation Programs

25. Empowering People to Meet Higher Needs
Employees receive information about company performance
Employees have knowledge and skills to contribute to company goals
Employees have the power to make substance decisions
Employees are rewarded based on company performance

26. 16.10 Employee Engagement Model