1. Motivating Employees: Achieving Superior Performance in the Workplace
Week 12

2. Extrinsic Reward – satisfaction in the payoff from others.
Motivation
the psychological processes that arouse and direct goal-directed behavior.
Rewards are of two types....
Extrinsic Reward – satisfaction in the payoff from others.
is the payoff, such as money, a person receives from others for performing a particular task.
Intrinsic Reward - satisfaction in performing the task itself.
is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.

3. A simple model of motivation

4. Why is motivation important ?
Managers hopes that employees will perform extra tasks above and beyond the call of duty
Do Extra For Your Organization
Perform Better For Your Organization
Managers want that employee will give high productivity
Show Up For Work at Your Organization
In many organizations, absenteeism and lateness are tremendous problems
Stay With Your Organization
Whether you are in good economic times or bad, you always want to be able to retain good people.
You need to instill in talented prospective workers the
desire to come to work for you.
Join Your Organization

5. 4 Perspective of Motivation : Overview
Content
(3 theories)
Process
Job Design
Reinforcement

6. Content perspectives on empoyee motivation
Maslow’s Hierarchy of needs theory
McClelland’s Acquired needs theory
Herzberg’s Two-Factor theory

7. Maslow’s Hierarchy of Needs

10. McClelland’s acquired Needs Theory
David McClelland, a well-known psychologist, proposed the acquired needs theory, which states that three needs – achievement, affiliation, and power - are major motives determining people’s behavior in the workplace.
The three needs :
Need for Achievement - “ I need to excel at tasks.”
Need for Affiliation – “ I need close relationships.”
Need for Power – “ I need to control others.”

11. Herzberg’s Two-Factor Theory
which proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so – called motivating factors and work dissatisfaction from so – called hygiene factors.
“ From Dissatisfying Factors to Satisfying Factors”

12. Satisfaction VS. Dissatisfaction

13. Hygiene Factors Vs. Motivating Factors
Hygiene Factors – “Why are my people dissatisfied?”
the lower-level needs, hygiene factors,
are factors associated with job dissatisfaction- such as salary, working conditions, interpersonal relationships, and company policy- all of which affect the job context in which people work.
Motivating Factors – “What will make my people satisfied?”
the higher-level needs, motivating factors, or simply motivators,
are factors associated with job satisfaction- such as achievement, recognition, responsibility, and advancement- all of which affect the job content or the rewards of work performance.

14. A comparison of needs theories
Maslow
Self-actualization
Esteem
Belongingness
Safety
Physiological
McClelland
Achievement
Power
Affiliation
Herzberg
Motivator Factors
Hygiene Factors
Higher-level needs
Lower-level needs

15. Process perspectives on employee motivation
are concerned with the thought processes by which people decide how to act how employees choose behavior to meet their needs.
Three Process Perspective on Motivation :
Equity theory
Expectancy theory
Goal-Setting theory

16. Equity Theory
focuses on employee perceptions as to how fairly they think they are being threated compared to others.
(develop by psychologist J. Stacy Adams)
“based on the idea that employees are motivated to see fairness
in the rewards they expect
for task performance”

17. The elements of equity theory
COMPARISON
“How do you think your ratio of inputs and rewards
compares with those of others?”
Integrating
OUTPUT OR REWARD
“What do you think you’re getting out of the job?”
Efficiency & Effectiveness
“What do you think you’re putting into the job?”
INPUT

19. Using equity theory to motivate employees
Employee perceptions are what count
Employee participation helps
Having an appeal process helps

20. “ You will do what you can do when you want to”
Expectancy Theory
suggests that people are motivated by two things (Victor Vroom)
How much they want something, and
How likely they think they are to get it
“ You will do what you can do when you want to”

21. Efficiency & Effectiveness
The three elements
Valence
“is value”
“How much do I want the outcome?”
Integrating
Instrumentality
“is the expectation...”
“What outcome will I receive if I perform at this level?”
Efficiency & Effectiveness
“Will I be able to perform at the desired level on a task?”
Expectancy
“Is the belief...”

22. Major element of expectancy theory
Instrumentality
“What outcome will I receive if I perform at this level?”
Effort
I exert an effort...
...in order to achieve...
Performance
...a particular level of task performance...
...so that i can realize...
Outcomes
...certain outcomes (e.g., pay or recognation)
Expectancy
“Will I be able to perform at the desired level of task?”
Valence
“How much do I want the outcome?”

23. Using expectancy theory to motivate employees
What rewards do your employees value ?
What are the job objectives & the performance level you desire ?
Are the rewards linked to performance ?
Do employees believe you will deliver the right rewards for the right performance ?

24. “Objectives Should Be Specific & Challenging but Achievable”
Goal-Setting Theory
suggests that employees can be motivated by goals that are specific and challenging but achievable.
(develop by Edwin Locke and Gary Latham)
“Objectives Should Be Specific & Challenging but Achievable”

26. Three elements of goal-setting theory
Goals Should Be
Achievable
Managers need to make sure employees have
additional training, if necessary, to achieve difficult goals
# 3
Integrating
Goals Should Be
Challenging
Suggests you not set goals that a lot of people can reach, since this is not very motivational
# 2
Efficiency & Effectiveness
not such as “Sell as many cars as you can” or “Be nicer to
customers”
Goals Should Be
Specific
# 1

27. Using goal-setting theory to motivate employees
Specific
Measurable
Attainable
Relevant
Time-bound

28. Job Design Perspectives On Motivation
(1) the division of an organization’s work among employees, and (2) the application of motivational theories to jobs to increase performance and satisfaction.
Two Different Approaches to Job Design:
The traditional way is ”fitting people to jobs”
The modern way is ”fitting jobs to people”
Job Simplification,the process of reducing the number of tasks a worker performs.

29. Job Enlargement: Putting More Variety Into a Job
Fitting Jobs to People
Job Enlargement consists of increasing the number of tasks in a job to increase variety and motivation.
Job Enrichment consists of building into a job such motivation factors as responsibility, achievement, recognition, stimulating work, and advancement.
Job Enlargement: Putting More Variety Into a Job
Job Enrichment: Putting More Responsibility & Other Motivating Factor Into a Job

30. The Job Characteristic Model

31. Five Job Characteristics
“How Much Do You Find Out How Well You’re Doing?”
Feedback
“How Much Discretion Does Your Job Give You?”
Autonomy
“How Many Other People Are Affected by Your Job?”
Task Significance
“How Many Different Tasks Are Required to Complete
the Work?”
Task Identity
“How Many Different Skills Does Your Job Require?”
Skill Variety

32. Applying the job characteristics Model
Diagnose the work environment to see whether a problem exists
Determine whether job redesign is appropriate
Consider how to redesign the job

33. Reinforcement perspectives on motivation
attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.
(pioneered by Edward L. Thorndike & B.F. Skinner)

34. The Four Types of Reinforcement
Positive Reinforcement
“ giving reward ”
Negative Reinforcement
“ avoiding unpleasantness ”
Extinction
“ witholding reward ”
Punishment
“ applying negative consequences ”

35. 4 Types of Reinforcement

36. Using Reinforcement to Motivate Employees
Positive Reinforcement
Punishment
Reward only desirable behavior
Punish only undesirable behavior
Give reward as soon as possible
Give reprimends or disciplinary actions as soon as possible
Be clear about what behavior is desired
Be clear about what behavior is undesirable
Have different rewards and recognize individual differences
Administer punishment in private
Combine punishment and positive reinforcement

37. Integrating contemporary theory

38. Using compensation & other rewards to motivate
best incentive compensation plans
Rewards must linked to performance and be measurable
Rewards must satisfy individual needs
Rewards must be agreed on by manager and employee
Reward must believable, and achievable by employees

39. Using compensation & other rewards to motivate
popular incentive compensation plans
Pay for performance
Bonuses
Gainsharing
Stock options
Pay for knowledge

40. Nonmonetary ways of motivating employees
The need for work-life balance
The need to expand skills
The need to matter

41. Thoughtfulness : the value of being nice Work-Life Benefits
Other incentives
Thoughtfulness : the value of being nice
Work-Life Benefits
Surroundings
Skill-Building & Educational Opportunities
Sabbaticals