MGT100 Organization and Management

Topic VTopic V

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Motivating Employees

• ContentContent– About motivationAbout motivation– Theories of motivationTheories of motivation– Job design for motivationJob design for motivation– SummarySummary

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About Motivation• Factors to restated employee Factors to restated employee

performanceperformance– The ability to performThe ability to perform– The availability of needed resourcesThe availability of needed resources– The desire to performThe desire to perform

The willingness to exert effort

reflects one’s Motivation to work

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About Motivation• MotivationMotivation

– The degree to which a person wants The degree to which a person wants and chooses to behave in certain and chooses to behave in certain waysways

– A simple model of human motivationA simple model of human motivationRewards: satisfy

needs: intrinsic or extrinsic rewards

Behavior: results in actions to fulfill needs

Need: creates desire to fulfill needs

Feedback: reward informs person whether behavior wasappropriate and should be used again

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Theories of Motivation• Content perspectiveContent perspective

– Emphasize the needs that motivate Emphasize the needs that motivate peoplepeople

• Process perspectiveProcess perspective– Explain how workers select behavioral Explain how workers select behavioral

actions to meet their needs and actions to meet their needs and determine whether their choices were determine whether their choices were successfulsuccessful

• Reinforcement perspectiveReinforcement perspective– The relationship between behavior The relationship between behavior

and its consequencesand its consequences

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Content Perspective• Maslow’s hierarchy of needs theoryMaslow’s hierarchy of needs theory

Food, water, oxygen Physiological needs Heat, air, base salary

Freedom from war, pollution, volence

Safety needsSafe work, fringe benefits,

job security

Family, friends, community groups

Belongingness needsWork groups, clients,

coworkers, supervisors

Approval of family, friends, community

Esteem needsRecognition, high status, increased responsibilities

Education, religion, hobbies, personal growth

Self-actualization

needs

Opportunities for training, advancement, growth, and creativity

Fulfillment off the job NeedHierarchy

Fulfillment on the job

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Content Perspective• Alderfer’s ERG theoryAlderfer’s ERG theory

– EExistence needsxistence needs• These are the needs for physical well-beingThese are the needs for physical well-being

– RRelatedness needselatedness needs• These pertain to the need for satisfactory relThese pertain to the need for satisfactory rel

ationships with othersationships with others– GGrowth needsrowth needs

• These focus on the development of human pThese focus on the development of human potential and the desire for personal growth aotential and the desire for personal growth and increased competencend increased competence

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Content Perspective• Herzberg’s two-factor theoryHerzberg’s two-factor theory

Motivators•Achievement•Recognition

•Responsibility•Work itself

•Personal growth

Hygiene factors•Working conditions

•Pay and security•Company policies

•Supervisors•Interpersonal relationship

Highly satisfied

Neither satisfied nor dissatisfied

Highly dissatisfied

Area ofsatisfaction

Area ofdissatisfaction

Motivatorsinfluence levelof satisfaction

Hygiene factorsinfluence level ofdissatisfaction

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Content Perspective• McClelland’s acquired needs theoryMcClelland’s acquired needs theory

– Need for achievementNeed for achievement• The desire to accomplish something The desire to accomplish something

difficult, attain a high standard of success, difficult, attain a high standard of success, master complex tasks, and surpass othersmaster complex tasks, and surpass others

– Need for affiliationNeed for affiliation• The desire to form close personal The desire to form close personal

relationships, avoid conflict, and establish relationships, avoid conflict, and establish warm friendshipswarm friendships

– Need for powerNeed for power• The desire to influence or control others, The desire to influence or control others,

be responsible for others, and have be responsible for others, and have authority over othersauthority over others

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Process Perspective• Adams’ equity theory Adams’ equity theory

– Input-to-outcome ratioInput-to-outcome ratio• A state of equity exists whenever the A state of equity exists whenever the

ratio of one’s is balanceratio of one’s is balance• Inequity occurs when the ratios are out of Inequity occurs when the ratios are out of

balancebalance

– Methods for reducing a perceived Methods for reducing a perceived inequityinequity• Change inputChange input• Change outcomesChange outcomes• Distort perceptionsDistort perceptions• Leave the jobLeave the job

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Process Perspective• Vroom’s expectancy theoryVroom’s expectancy theory

Effort PerformanceOutcomes

(pay + recognition,other rewards)

E→P expectancyProbability that effort will

lead to desired performance

P→O expectancyProbability that

performance will produce desired outcomes

Valence(value of outcomes)

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Process Perspective• Locke’s goal-setting theoryLocke’s goal-setting theory

– Goal specificityGoal specificity• The degree to which goals are concrete The degree to which goals are concrete

and unambiguousand unambiguous

– Goal difficultyGoal difficulty• Hard goals are more motivating than Hard goals are more motivating than

easy oneseasy ones

– Goal acceptanceGoal acceptance• Employees have to ‘buy into’ the goals Employees have to ‘buy into’ the goals

and be committed to themand be committed to them

– FeedbackFeedback• Get information about how well they are Get information about how well they are

doing in progressing toward goal doing in progressing toward goal achievementachievement

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Reinforcement PerspectivePraise employee

Recommend pay raise

Avoid reprimands,negative statements

Reprimand employeeMake negative

statements

Withhold raise, merit pay, praise

Employee increases work rate

Employee continues slow work

Slow work rateSupervisor requests

faster work

Positive reinforcementIncreases likelihood thatbehavior will be repeated

Avoidance leadingIncreases likelihood thatBehavior will be repeated

PunishmentReduces likelihood thatbehavior will be repeated

ExtinctionReduces likelihood thatbehavior will be repeated

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Job Design for Motivation• Job simplificationJob simplification

– Improve task efficiency by reducing the Improve task efficiency by reducing the number of tasks a single person must donumber of tasks a single person must do

• Job rotationJob rotation– Systematically moves employees from one Systematically moves employees from one

job to another to provide them with variety job to another to provide them with variety and stimulation and stimulation

• Job enlargementJob enlargement– Combines a series of tasks into one new, Combines a series of tasks into one new,

broader job to give employees variety and broader job to give employees variety and challengechallenge

• Job enrichmentJob enrichment– Incorporate achievement, recognition, and Incorporate achievement, recognition, and

other high-level motivators into the workother high-level motivators into the work

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Summary

• In turbulent times, managers can In turbulent times, managers can utilize motivational ideas in two utilize motivational ideas in two approaches:approaches:– Empowering people to meet higher Empowering people to meet higher

needsneeds– Giving meaning to workGiving meaning to work

By these two approaches to By these two approaches to increase the job satisfactions increase the job satisfactions among employeesamong employees