1. PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 12 Motivating for High Performance

2. 12–2Copyright © 2006 Thomson Business and Economics. All rights reserved. Agenda and Announcements Agenda – Test – 1 hour Multiple Choice Essay Questions Addendum Materials – Chapter 12 Open Discussion on Motivating for High Performance Chapter 12 Review Skill Builder 2 Discussion Announcements – Blackboard vs. Catalyst? – Mini Projects due next Tuesday E-mail or bring thumb drive if want to use PowerPoint.

3. 12–3Copyright © 2006 Thomson Business and Economics. All rights reserved. Motivation and Performance Motivation –The willingness to achieve organizational objectives. –People are motivated by self-interest—the key to understanding motivation. Motivation Process –Employees go from need to motive to behavior to consequence to satisfaction or dissatisfaction.

4. 12–4Copyright © 2006 Thomson Business and Economics. All rights reserved. How Motivation Affects Performance Expectations, Motivation, and Performance –Self-fulfilling prophecy “If you believe you can, or if you believe you can’t, then you are right”—Henry Ford If you think you will be successful, then you will be. The Performance Formula –Performance = Ability × Motivation × Resources For maximum performance levels, all three factors must be high.

5. 12–5Copyright © 2006 Thomson Business and Economics. All rights reserved.

6. 12–6Copyright © 2006 Thomson Business and Economics. All rights reserved. Maslow’s Hierarchy of Needs Theory Hierarchy of Needs 1.Only unmet needs motivate. 2.People’s needs are arranged in order of importance for basic to complex. 3.Satisfaction of lower-level needs precedes satisfaction of higher-level needs. 4.There are five classifications of needs: Physiological needs Safety needs Social needs Esteem needs Self-actualization needs

7. 12–7Copyright © 2006 Thomson Business and Economics. All rights reserved. How Managers Motivate Based on Maslow’s Hierarchy of Needs Theory Exhibit 12–2

8. 12–8Copyright © 2006 Thomson Business and Economics. All rights reserved. Herzberg’s Two-Factor Theory Exhibit 12–3 Proposes that employees are motivated by motivators rather than by maintenance factors

9. 12–9Copyright © 2006 Thomson Business and Economics. All rights reserved. Acquired Needs Theory Acquired Needs Theory (McClelland) –Proposes that employees are motivated by their needs for achievement, power, and affiliation. Need for Achievement (N ACH): the desire for responsibility and accomplishment. Need for Power (N POW): the desire to control the situation, to influence others, to enjoy competition in which they can win, and to be willing to confront others. Need for Affiliation (N AFF): the tendency to want to be liked, to seek close relationship with others, to enjoy social activities, and to seek to belong.

10. 12–10Copyright © 2006 Thomson Business and Economics. All rights reserved. A Comparison of Four Content Motivation Theories Exhibit 12–4

11. 12–11Copyright © 2006 Thomson Business and Economics. All rights reserved. Individual Goals & Objectives Setting One of the toughest Management Tasks!! Keys to success: –Clearly define objectives and the performance needed to achieve them. Define various levels of achievement, e.g. C = -------------, B= ------------ -, etc. Objective/Quantifiable: –Percentage on Time, Cost per Unit, Cal Handle Time, Customer Satisfaction, Repeat Customer Problems Subjective/Quality: –Project Due Dates, Customer Acceptance, Team Satisfaction, How as important as What with teamwork expectations. –Issue today - No one wants to be a “C” Employee Yet Organizations Continue to Raise the Bar 50% of Employees Do Not Believe they are fairly rated – at best places to work! –Tie performance to rewards. –Be sure rewards have value to employees. –Make sure employees believe that management will do what it says it will.

12. 12–12Copyright © 2006 Thomson Business and Economics. All rights reserved. Do Motivation Theories Apply Globally? Cultural Differences in Motivation –The source of motivation (intrinsic vs. extrinsic) –The level of needs on which people focus varies. –Individualistic societies tend to value individual accomplishment; collective societies tend to value group accomplishment and loyalty.