1. Motivation

2. What is Motivation? Motivation is what drives us to get a job done. It is what is in us that makes us want to work harder, or take it easier. Highly-motivated people work hard. Unmotivated people do not. We as managers want to MOTIVATE our employees. A highly motivated workforce is ESSENTIAL to getting good performance results.

3. Motivation and Rewards Rewards are something of value to an employee. They are what motivate employees to put effort into their work. There are two types that managers have to think about. Extrinsic rewards and intrinsic rewards.

4. Extrinsic Rewards Extrinsic Rewards come from other people in positions above the employee. What are some examples? -Pay bonuses -Promotions -Time off -Special assignments -Better office space -Awards -Verbal Praise -Recognition

5. Intrinsic Rewards Intrinsic rewards come from within. They are a part of the job, but are not provided by the organization. We do not depend on other people’s actions for these rewards. Some examples are: -Feeling good about yourself -Personal development -Self-control.

6. Common Rewards Stock Options -This also leads to dividends. Corporate Events -Golf -Team-building retreats Parties -Christmas -Barbecues

7. Performance-Contingent Rewards Rewards have to be ties to performance. Managers have to be careful to respect diversity and individual differences. Managers: - need to know what people want from work, and - need to satisfy interests of both parties.

8. Theories of Motivation Content theories of motivation are designed to help us understand human needs and what it is that motivates people. Process theories of motivation help us understand how people give meaning to rewards and then make decisions on behaviours.

9. Hierarchy of Needs Theory This is one of the content theories of motivation. Lower-order needs are physiological, safety, and social needs. Higher-order needs are esteem and self- actualization needs.

10. Hierarchy of Needs Theory Maslow wrote about two principles to describe how these needs affect human behaviour. The deficit principle says that a satisfied need is not a motivator of behaviour. The progression principle says that a need at a higher level is not activated until the next lower-level need is already satisfied.

11. Hierarchy of Needs Theory Self-actualization needs -Creative/challenging work -Participation in decision making -Job flexibility and autonomy Esteem needs -Responsibility of an important job -Promotion to higher status job -Praise and recognition from boss

12. Hierarchy of Needs Theory Social Needs -Friendly co-workers -Interaction with customers -Pleasant supervisor Safety needs -Safe conditions -Job security -Base compensation/benefits Physiological needs -Rest and refreshment breaks -Physical comfort on the job -Reasonable work hours

13. ERG Theory This theory is very similar to Maslow’s. E – Existence Needs – Desire for physiological and material well-being. R – Relatedness Needs – Desire for satisfaction of interpersonal relationships G – Growth Needs – Desire for continued psychological growth and development.

14. Two-Factor Theory Created by Frederick Herzberg. He questioned 4000 people about what “turned them on” and “turned them off” about work. He called the things that “turned on” the workers, satisfier factors. He called the things that “turned off” the workers, hygiene factors. Breaks all jobs down to two important factors. Job content and job context.

15. Vancity