1. Motivating Self and Others
Chapter 4
Motivating
Self and Others

2. Theories of Motivation
What is motivation?
How do needs motivate people?
Are there other ways to motivate people?
Do equity and fairness matter?
How can rewards and job design motivate employees?
What kinds of mistakes are made in reward systems?
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

3. What is Motivation? Motivation
The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal
Intensity:
Direction:
Persistence:

4. Theory X and Theory Y
Theory X
Theory Y

5. Needs Theories of Motivation
Basic idea:
Individuals have needs that, when unsatisfied, will result in motivation
Maslow’s Hierarchy of Needs
Alderfer’s ERG theory
McClelland’s Theory of Needs

6. Maslow’s Hierarchy of Needs
Physiological
Safety
Social
Esteem
Self-
actualization
Material pertinent to this discussion is found on pages

7. Maslow’s Hierarchy of Needs
Physiological
Safety
Social
Esteem
Self-actualization

8. Self-Actualization Relaxed: Confident: Focused: Effortless: Automatic:
Fun:
In Control:

9. Alderfer’s ERG Theory
Existence
Relatedness
Growth

10. McClelland’s Theory of Needs
Need for Achievement
Need for Power
Need for Affiliation

11. Summary: Hierarchy of Needs
Maslow: Argues that lower-order needs must be satisfied before one progresses to higher-order needs.
Alderfer: More than one need can be important at the same time. If a higher-order need is not being met, the desire to satisfy a lower-level need increases.
McClelland: People vary in the types of needs they have. Their motivation and how well they perform in a work situation are related to whether they have a need for achievement, affiliation, or power.
Material pertinent to this discussion is found on page 107.

12. Summary: Impact of Theory
Maslow: Enjoys wide recognition among practising managers. Most managers are familiar with it.
Alderfer: Seen as a more valid version of the need hierarchy. Tells us that achievers will be motivated by jobs that offer personal responsibility, feedback, and moderate risks.
McClelland: Tells us that high need achievers do not necessarily make good managers, since high achievers are more interested in how they do personally.
Material pertinent to this discussion is found on page 107.

13. Summary: Support and Criticism of Theory
Maslow: Research does not generally validate the theory. In particular, there is little support for the hierarchical nature of needs. Criticized for how data were collected and interpreted.
Alderfer: Ignores situational variables.
McClelland: Mixed empirical support, but theory is consistent with our knowledge of individual differences among people. Good empirical support, particularly on needs achievement.
Material pertinent to this discussion is found on page 107.

14. Process Theories of Motivation
Look at the actual process of motivation
Expectancy theory
Goal-setting theory
Material pertinent to this discussion is found on page 108.

15. Expectancy Theory
The theory that individuals act depending on whether their effort will lead to good performance, whether good performance will be followed by a given outcome, and whether that outcome is attractive to them.
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

16. Expectancy Relationships
The theory focuses on three relationships:
Effort-performance relationship
Performance-reward relationship
Rewards-personal goals relationship
Material pertinent to this discussion is found on pages

17. Exhibit 4-5 How Does Expectancy Theory Work?
My professor offers me $1 million if I memorize the textbook by tomorrow morning.
Expectancy
Instrumentality
Valence
Effort Performance Link
Performance Rewards Link
Rewards Personal Goals Link
No matter how much effort
My professor does not look
There are a lot of wonderful things
I put in, probably not possible
like someone who has $1 million
I could do with $1 million
to memorize the text in 24 hours
E=0
I=0
V=1
Conclusion: Though I value the reward, I will not be motivated to do this task.

18. Exhibit 4-6 Steps to Increasing Motivation, Using Expectancy Theory
Improving Expectancy
Improve the ability of the
individual to perform •
Make sure employees have skills
for the task
Provide training
Assign reasonable tasks and goals
Improving Instrumentality
Improving Valence
Increase the individual ’
s belief that
performance will lead to reward
Observe and recognize performance
Deliver rewards as promised
Indicate to employees how previous
good performance led to greater
rewards
Make sure that the reward is
meaningful to the individual
Ask employees what rewards they
value
Give rewards that are valued
Material pertinent to this illustration is found on pages

19. Goal-Setting Theory
The theory that specific and difficult goals lead to higher performance.
Goals tell an employee what needs to be done and how much effort will need to be expended.
Specific hard goals produce a higher level of output than does the generalized goal of “do your best.”

20. Locke’s Model of Goal Setting
Regulating effort
Inc r
easing persistence
Encouraging the development
of strategies and action plans T
ask
performance
Directing attention
Goals
motivate by
Source: Adapted from E. A. Locke and G. P. Latham, A Theory of Goal Setting and Task Performance (Englewood Cliffs, NJ: Prentice Hall, 1980). Reprinted by permission of Edwin A. Locke.
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

21. Goals Should Be SMART For goals to be effective, they should be SMART:
Specific
Measurable
Attainable
Results-oriented
Time-bound
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

22. Management by Objectives
A program that encompasses
Specific goals
Participative decision-making
Explicit time period
Performance feedback

23. Cascading Objectives Overall Organizational Objectives Divisional
XYZ Company
Consumer Products
Division
Industrial Products
Divisional
Departmental
Individual
Production
Sales
Customer
Service
Marketing
Research
Develop
Cascading
Objectives

24. Motivators Intrinsic Extrinsic internal desire comes from outside
Material pertinent to this discussion is found on pages
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

25. Four Key Rewards to Increase Intrinsic Motivation
Sense of choice
Sense of competence
Sense of meaningfulness
Sense of progress
Managers can act in ways that will build these intrinsic rewards for their employees.
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

26. Management Reward Follies
We hope for:
Teamwork and collaboration
Innovative thinking and risk taking
Development of people skills
Employee involvement and empowerment
High achievement
Long-term growth
Commitment to total quality
Candor
But we reward:
The best individual team members
Proven methods and no mistakes
Technical achievements and accomplishments
Tight control over operations, resources
Another year’s efforts
Quarterly earnings
Shipment on schedule, even with defects
Reporting good news

27. Beware the Signals That Are Sent By Rewards
Often reward systems do not reflect organizational goals:
stuck in old patterns
the big picture.
short-term results.
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

28. Can We Just Eliminate Rewards?
Alfie Kohn suggests that organizations should focus less on rewards, more on creating motivating environments:
Abolish Incentives.
Re-evaluate Evaluation.
Create Conditions for Authentic Motivation.
Encourage Collaboration.
Enhance Content.
Provide Choice.
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

29. Putting It All Together
What we know about motivating employees in organizations:
individual differences.
different needs.
Don’t treat them all alike.
understand what’s important
goals and feedback.
participate in decisions
rewards to performance.
equity.
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

30. Summary and Implications
What is Motivation?
Motivation is the process that accounts for an individual’s intensity, direction, and persistence of effort toward reaching the goal.
How do needs motivate people?
All needs theories of motivation propose a similar idea: individuals have needs that, when unsatisfied, will result in motivation.
Material pertinent to this discussion is found on pages
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

31. Summary and Implications
Are there other ways to motivate people?
Process theories focus on the broader picture of how someone can set about motivating another individual. Process theories include expectancy theory and goal- setting theory (and its application, management by objectives).
Do equity and fairness matter?
Individuals look for fairness in the reward system. Rewards should be perceived by employees as related to the inputs they bring to the job.
Material pertinent to this discussion is found on pages
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

32. Summary and Implications
5. How can rewards and job design motivate employees?
Recognition helps employees feel that they matter. Employers can use variable-pay programs to reward performance. Employers can use job design to motivate employees. Jobs that have variety, autonomy, feedback, and similar complex task characteristics tend to be more motivating for employees.
6. What kinds of mistakes are made in reward systems?
Often reward systems do not reward the performance that is expected. Also, reward systems sometimes do not recognize that rewards are culture-bound.
Material pertinent to this discussion is found on page 140.
Chapter 4, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada