1. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.1 Motivating and Rewarding Employees

2. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.2 Learning Outcomes Describe the motivation process Define needs Explain the hierarchy or needs theory Differentiate Theory X and Theory Y Describe the motivational implications of equity theory (continued)

3. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.3 Learning Outcomes (continued) Explain the key relationships in expectancy theory Describe how managers can design individual jobs to maximize employee performance Describe the effect of workforce diversity on motivational practices Describe how entrepreneurs motivate their employees

4. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.4 Motivation and Individual Needs Willingness High level of effort Satisfaction of individual need

5. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.5 Drives Search Behaviour Tension Reduction of Tension Satisfied Need The Motivation Process (Exhibit 10-1) Unsatisfied Need

6. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.6 Maslow’sHierarchy of Needs SelfEsteemSocialSafetyPhysiological Source: Motivation and Personality, Second Edition, by A. H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, New Jersey.

7. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.7 Theory X Employees Dislike Work Avoid Responsibility Little Ambition Theory Y Employees Enjoy Work Accept Responsibility Self-Directed

8. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.8 The Three- Needs Theory AffiliationAchievement Power

9. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.9 Equity Theory Perceived Ratio Comparison* Employee’s Assessment Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < = > Inequity (Under-Rewarded) Equity Inequity (Over-Rewarded) * Where A is the employee, and B is a relevant other or referent.

10. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.10 Skill Variety Task Identity Task Significance Autonomy Feedback JOB DESIGN INFLUENCES MOTIVATION

11. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.11 Expectancy Theory 3. Attractiveness relationship 1. Effort-performance relationship 2. Performance-rewards relationship IndividualEffortIndividualPerformance IndividualGoals OrganizationalRewards 1 2 3

12. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.12 Motivating a Diverse Workforce Flexibility Not everyone sees their job the same way- what motivates me may not motivate you Recognize differences People are Different Accommodate Cultural Differences

13. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.13 Pay-for-Performance Piece rate Gain sharing Wage-incentive Profit-sharing Bonuses

14. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.14 Competency-Based Compensation Skills Knowledge Abilities Behaviour I.e. leadership, decision making, problem solving, etc

15. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.15 Motivating Minimum-Wage Employees Employee recognition Praise Empowerment

16. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.16 Motivating Professional and Technical Employees New assignments Challenges Autonomy Training and educational opportunities Recognition Simplify non-work life

17. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.17 Flexible Work Options Compressed work week Flex-time Job sharing Telecommuting

18. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.18 Additional Suggestions for Motivating Employees _ Recognize individuals _ Match people to jobs _ Use goals _ Make goals attainable

19. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.19 Further Suggestions for Motivating Employees _ Individualize rewards _ Link rewards to performance _ Check the system for equity _ Don’t ignore money

20. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.20 Entrepreneurs and Motivation Motivation for entrepreneurs is critical Employee empowerment is key motivational tool Gradual process Delegation Job redesign

21. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 10.21 Thank You Presented by: Marwa Khodeir