1. Motivation
Chapter 16

2. Motivation
One secret for success in organizations is motivated and enthusiastic employees
With such a diverse workforce, it is a challenge for managers to motivate employees toward common organizational goals
Manager’s Challenge: Pfizer

3. Motivation Topics Chapter 16 Employee motivation theories and models
Needs –processes
Reinforcement
How job design can affect employee satisfaction & productivity
Empowerment

4. Motivation Arousal, direction, and persistence of behavior
Employee motivation affects productivity
Part of a manager’s job is to channel motivation toward the accomplishment of organizational goals

5. Two Types of Rewards
Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.
Extrinsic rewards--given by another person.

6. Model of Motivation
NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).
BEHAVIOR-Results in actions to fulfill needs.
REWARDS-Satisfy needs; intrinsic or extrinsic rewards.
FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

7. Foundations of Motivation
content theories stress the analysis of underlying human need
process theories concern the thought processes that influence behavior
reinforcement theories focus on employee learning of desired work behaviors
Contemporary
introduce the concept of the whole person
employees are complex and motivated by many factors
Human Resources
noneconomic rewards, such as congenial work groups
workers studied as people and the concept of social man was born
Human Relations
Traditional
systematic analysis of an employee’s job
economic rewards for high performance

8. Motivation Content Theories
Emphasize the needs that motivate people
Hierarchy of Needs Theory
ERG Theory
Two-Factor Theory
Acquired Needs Theory

9. Hierarchy of Needs Theory
Abraham Maslow
Self-Actualization
Needs
represent the need for
self-fulfillment
Human beings are motivated by a hierarchy of unsatisfied needs.
Esteem Needs
desire for a positive self-image and to receive attention
Belongingness Needs
desire to be accepted by one’s peers
Safety Needs
safe and secure physical and emotional environment
Physiological Needs
most basic human physical needs

10. Maslow’s Hierarchy of Needs
Once a need is satisfied, it declines in importance and the next higher need is activated
There are opportunities for fulfillment off the job and on the job in each of the five levels of needs
Experiential Exercise: What Motivates You?

11. ERG Theory Growth Needs human potential,
personal growth, and increased competence
Relatedness Needs
the need for satisfactory relationships
with others
Existence Needs
the needs for physical well-being

12. Two Factor Motivation Theory
Area of Satisfaction
Motivators
Motivators influence level of satisfaction.
Achievement
Recognition
Responsibility
Work itself
Personal growth
Area of Dissatisfaction
Hygiene
Factors
Hygiene factors influence level of dissatisfaction
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal
relationships

13. Acquired Needs Theory
David McClelland
Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others
Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships
Need for Power desire to influence or control others

14. Motivation Process Theories
Equity Theory
focuses on individuals’ perceptions of how fairly they are treated compared with others
motivated to seek social equity in the rewards they expect for performance

15. Methods for Reducing Perceived Inequities
Change inputs
Change outcomes
Distort perceptions
Leave the job

16. Motivation Process Theories
Expectancy Theory
motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards
concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards
based on the effort, performance, and desirability of outcomes

17. Reinforcement Perspective on Motivation
Positive reinforcement in the administration of a pleasant and rewarding consequence.
Avoidance learning is the removal of an unpleasant consequence following a desired behavior.
Reinforcement
Tools
Punishment is the imposition of unpleasant outcomes on an employee.
Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future.

18. Schedules of Reinforcement
Continuous Reinforcement
Partial Reinforcement
Fixed-Interval Schedule
Fixed-Ratio Schedule
Variable-Interval Schedule
Variable-Ratio Schedule

19. Job Design for Motivation
Job design = application of motivational theories to the structure of work for improving productivity and satisfaction
Job simplification = job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do

20. Job Design for Motivation
Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation
Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge

21. Job Design for Motivation
Job Enrichment = job design that incorporates achievement, recognition, and other high-level motivators into the work
Work redesign = altering of jobs to increase both the quality of employee’s work experience and their productivity

22. Job Characteristics Model
Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256.

23. Motivational Ideas for Turbulent Times
Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance
Variable compensation and forms of at risk pay are key motivational tools
Ethical Dilemma: Compensation Showdown

24. Empowering People to Meet Higher Needs
Four Empowering Elements
Information - Employees receive information about company performance
Knowledge - Employees have knowledge and skills to contribute to company goals
Power - Employees have the power to make substantive decisions
Rewards - Employees are rewarded based on the company performance

25. Continuum of Empowerment
Sources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no. 3 (1995), 21-31; Lawrence Holpp, “Applied Emplowerment,” Training (February 1994), 39-44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 6 (November-December 1995),

26. Giving Meaning to Work
To meet higher-level motivational needs and help people get intrinsic rewards from their work is to instill a sense of importance and meaningfulness

27. Motivational Ideas for Turbulent Times
Role of today’s manager is not to control others but to organize the workplace in such a way that each person
Can learn
Contribute
Grow