1. Motivational Principles as Applied to Supervision
Concepts and Practices
of Management,
Second Canadian Edition
Hilgert, Leonard,
Shemko, and Docherty
© 2005 by Nelson, a division of Thomson Canada Limited

2. Learning Objectives Discuss reasons people behave the way they do.
Compare various motivational theories and explain their importance for understanding employee behaviour.
Explain the ABCs of shaping behaviour.

3. Learning Objectives
Compare the assumptions and applications of Theory X and Theory Y in supervision.
5. Discuss supervisory approaches for stimulating employee motivation—especially job redesign, broadened job tasks, and participative management.

4. Personality
The complex mix of knowledge, attitudes, and attributes that distinguish one person from all others.

5. Personality
A person’s attitudes, values, ways of interpreting the environment, and other internal and external influences
Determined by a variety of factors and influences

6. Personality Physiological (biological) factors
Early childhood influences
Environmental (situational) factors
Cultural (societal) values

7. Different but the Same
Because people are more alike than different in basic motivational needs, a consistent supervisory approach based on those similarities is a practical way to lead. Unique differences among employees cannot be overlooked, however.

8. Motivation A willingness to exert effort toward achieving a goal
Stimulated by the effort’s ability to fulfill an individual need
Employee motivation is crucial to organizational success

9. Maslow’s Hierarchy of Needs
People are motivated to satisfy certain well-defined and more or less predictable needs
These needs range from low-level needs to high-level needs
Until most basic needs are met, a person will not be motivated strongly by other levels

10. MASLOW’S HIERARCHY OF NEEDS
SELF-FULFILLMENT
SELF-RESPECT (ESTEEM)
SOCIAL (BELONGING)
SECURITY (SAFETY)
MASLOW’S HIERARCHY OF NEEDS
BIOLOGICAL (PHYSIOLOGICAL)

11. Maslow’s Hierarchy of Needs
Biological needs—food, shelter, rest
Security needs—need to protect against danger and uncertainties
Social needs—attention, belonging, acceptance
Self-respect needs—recognition, achievement, status, accomplishment
Self-fulfillment needs—desire to use capabilities to the fullest

12. Needs Theory and Management
The supervisor’s challenge is to make individual fulfillment the result of doing a good job.
A good supervisor structures work and rewards so that employees are motivated to perform well.

13. Herzberg’s Dual-Factor Theory
Motivation-Hygiene Theory
Some factors traditionally believed to motivate people actually serve primarily to reduce their dissatisfaction rather than motivate

14. Herzberg’s Dual-Factor Theory
Motivation factors:
Opportunity for growth and advancement
Achievement or accomplishment
Recognition for accomplishments
Challenging or interesting work
Responsibility for work

15. Herzberg’s Dual-Factor Theory
Hygiene factors (dissatisfiers):
Working conditions
Money, status, and security
Interpersonal relationships
Supervision
Company policies and administration

16. Hygiene Factors and Management
To obtain better performance, target social, self-respect, and self-fulfillment needs.
Praise and other forms of recognition must be individualized and deserved.

17. Expectancy Theory
Based on worker’s perception of linkages among effort, performance, and reward
Workers are motivated to work harder when they believe their enhanced efforts will improve performance and lead to desired rewards

18. Expectancy Theory Worker’s Perceptions Improved Desired Effort
Performance
Desired
Rewards
(intrinsic or
extrinsic)

19. ABCs of Behaviour
Behaviour (B) cannot be separated from the antecedents (A) that come before it and the consequences (C) after it.
Immediate feedback on performance and positive reinforcement are essential.

20. ABCs of Behaviour
Law of effect—theory that behaviour with favourable consequences is repeated; behaviour with unfavourable consequences tends to disappear
Extinction—good behaviour occurs less frequently or disappears when not recognized

21. ABCs of Behaviour
Positive reinforcement – making behaviour occur more often by linking it to a positive consequence
Negative reinforcement – making behaviour occur more often by removing a negative consequence
Punishment – making behaviour occur less often because it is linked to an undesirable consequence

22. Theory X and Theory Y
Theory X: The assumption that most employees dislike work, avoid responsibility, and must be coerced to work hard
Theory Y: The assumption that most employees enjoy work, seek responsibility, and can self-direct

23. Theory X and Theory Y Theory X Advantage Disadvantage Theory Y
Jobs done faster
Disadvantage
Little opportunity for personal growth
Theory Y
Advantage
Promotes individual growth
Disadvantage
Time consuming

24. Tips for Motivating Clearly define expectations
Provide immediate feedback
Provide desired and valued consequences
Create a learning organization
Treat employees with trust and respect

25. Job Redesign Jobs can be described in five core dimensions:
Skill variety
Task identity
Task significance
Autonomy
Feedback

26. Broadening Jobs
Job rotation—switching job tasks among employees on a scheduled basis
Job enlargement—expanding a job with a greater variety of tasks
Job enrichment—assigning more challenging tasks with increased responsibility

27. Participative Management
The supervisory approach in which employees have an active role in decision making. This may include:
Employee suggestion programs
Employee involvement programs
Management by objectives (MBO)