1. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2.  Motivation – the arousal of enthusiasm and persistence to pursue a course of action  Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence  Employee motivation affects productivity  A manager’s job is to channel motivation toward the accomplishment of goals 2

3. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3

4. If managers understand employees’ needs, they can design appropriate reward systems  Needs motivate people  Needs translate into an internal drive that motivates behavior  People have a variety of needs 4

5. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5

6.  Existence needs – the needs for physical well-being  Relatedness needs – the needs for satisfactory relationships with others  Growth needs – the needs that focus on the development of human potential and the desire for personal growth 6 Frustration-regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower- order need

7. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7

8. 8 Need for achievement Need for affiliation Need for power

9. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. How people select behavioral actions  Goal-Setting Theory  Equity Theory  Expectancy Theory 9

10. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Increase motivation and enhance performance by setting goals and providing timely feedback  Key components of the theory:  Goal specificity  Goal difficulty  Goal acceptance  Feedback 10

11. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Individual perceptions of fairness  Inequity occurs when the input-to-outcome ratios are out of balance  Perceived inequity can be reduced by:  Changing work effort  Changing outcomes  Changing perception  Leaving the job 11

12. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards  E → P : determining whether putting effort into a given task will lead to high performance  P → O : determining whether successful performance of a task will lead to the desired outcome  Valence – the value or attraction an individual has for an outcome 12

13. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13

14. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 Behavior Modification Reinforcement theory techniques used to modify behavior Reinforcement Anything that causes a behavior to be repeated or inhibited Law of Effect Positively reinforced behavior tends to be repeated and unreinforced behavior inhibited

15. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15 Extinction Withholding of a positive reward Punishment Imposition of unpleasant outcomes on an employee Avoidance learning Removal of an unpleasant consequence once a behavior is improved Positive Reinforcement Pleasant and rewarding consequences following a desired behavior

16. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16

17. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Individual’s motivation can result from the person’s observations of other people’s behavior  Vicarious learning – observational learning from seeing others’ behaviors and getting rewarded for them 17

18. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18 Job Rotation Job Enlargement Job Enrichment

19. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19

20. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20 Dimensions that determine a job’s motivational potential:  Skill variety  Task identity  Task significance  Autonomy  Feedback Based on:  Critical Psychological States  Personal and Work Outcomes  Employee Growth-Need Strength

21. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Organizations are using various types of incentive compensation to motivate employees to higher levels of performance  Variable compensation is a key motivational tool  Incentive plans can backfire  They should be combined with motivational ideas and intrinsic rewards and meeting higher-level needs  Incentives should reward the desired behavior 21

22. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22

23. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Employees receive information about company performance  Employees have knowledge and skills to contribute to company goals  Employees have the power to make substance decisions  Employees are rewarded based on company performance 23

24. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24 Instill a sense of support and meaning Help employees develop positive relationships with colleagues and supervisors Focus on learning, contribution, and growth