1. Chapter 14 Work Motivation
Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

2. Learning Objectives After reading this chapter, you should be able to:
14.1
Learning Objectives
After reading this chapter, you should be able to:
Describe three general factors that influence employee’s motivation at work
Explain how managers and their subordinates can use goals and rewards to improve performance
State how job content and organizational context affect motivation
Describe how individual differences in needs and motives can affect employees’ work
Explain how several motivational forces may combine to influence an employees’ work satisfaction and performance
Describe how understanding the dynamics of motivation can help managers improve employee performance

3. Three Approaches to Motivation
14.2
Three Approaches to Motivation
Individual
Differences Approach
Treats motivation as a characteristic of the individual
Job & Organization Approach
Emphasizes the design of jobs and the general organizational environment
Motivation
Managerial Approach
Focuses on behaviors of managers, in particular, their use of goals and rewards

4. Process of Reinforcement and Behavior Change
14.3
Process of Reinforcement and Behavior Change
Consequence for Employee
Future Behavior
Response of Employee
Stimulus
Employee experiences a reward OR
Employee avoids a negative consequence
Situation experienced by employee
Employee reacts by exhibiting behavior X OR
Employee experiences negative consequence OR
Employee experiences no consequences
Adapted from Figure 14.1

5. Six Guidelines for Using Reinforcement Theory
14.4
Six Guidelines for Using Reinforcement Theory
Don’t reward all individuals equally
Failure to respond can also modify behavior
Tell individuals what they can do to receive reinforcement
Tell individuals what they are doing wrong
Don’t punish in front of others
Adapted from Table 14.1

6. Herzberg’s Two-Factor Theory
14.5
Herzberg’s Two-Factor Theory
High Motivation
No Motivation
No Dissatisfaction
Dissatisfaction
Low
High
Low
High
Hygienes
Motivators
Adapted from Figure 14.2

7. Hackman & Oldham Job-Enrichment Model
14.6
Hackman & Oldham Job-Enrichment Model
Five Job Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback
Three Critical Psychological States
Growth Need Strength
Experienced meaningfulness
of work
Experienced responsibility for work outcomes
Knowledge of
actual work
results
Personal and Work Outcomes
High internal
work
motivation
High quality
work
performance
High
satisfaction
with the work
Low absenteeism
and turnover
Adapted from Figure 14.3

8. Reducing Feelings of Inequity when Under-rewarded
14.7
Reducing Feelings of Inequity when Under-rewarded
Increase
Inputs
Change compensation
i.e. legal action
Decrease
inputs
Distort
reality
Modify
comparisons
Leave the
situation

9. Maslow’s Hierarchy of Needs
14.8
Maslow’s Hierarchy of Needs
Self-
Actualization
Esteem
Affiliation
Security
Physiological
Adapted from Figure 14.4 4

10. ERG Model of Motivation
14.9
ERG Model of Motivation
Frustration-Regression
Satisfaction-Progression
Growth Needs
Relatedness Needs
Existence Needs
Adapted from Figure 14.5 5

11. The Integrative Expectancy Model
14.10
The Integrative Expectancy Model
Value of
reward
Abilities and traits
Intrinsic
rewards
Perceived equity
Effort
Performance
Satisfaction
Effort-reward
link
Role perceptions
Extrinsic
rewards
Adapted from Figure 14.6

12. Guidelines for Managers
14.11
Guidelines for Managers
Design jobs with high motivating potential
State the behaviors and performance achievements that are desired and explain how they will be rewarded
Provide frequent and constructive feedback
Provide rewards for desired behaviors and outcomes
Provide rewards that employees value
Provide equitable rewards
Diagnose and remove barriers to performance