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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-2Copyright 2008 Pearson Education Canada
LEARNING OUTLINEFollow this Learning Outline as you read and study this chapter What Is Motivation?
Define motivation
Explain motivation as a need-satisfying process
Early Theories of Motivation
Describe the five levels in Maslows hierarchy and how Maslows
hierarchy can be used in motivational efforts
Discuss how Theory X and Theory Y managers approach motivation
Describe Herzbergs motivation-hygiene theory
Explain Herzbergs views of satisfaction and dissatisfaction
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-4Copyright 2008 Pearson Education Canada
LEARNING OUTLINE (contd)Follow this Learning Outline as you read and study this chapter Current Issues in Motivation
Discuss the need for flexibility with a diverse workforce
Discuss the challenges managers face in motivating individuals
from diverse cultures, minimum wage employees, and
professional and technical employees
Describe the role of money, employee recognition, pay-for-
performance, and stock option programs Describe how flexible work, job sharing, and telecommuting
are part of work-life programs
Suggestions For Motivating Employees
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-5Copyright 2008 Pearson Education Canada
What Is Motivation? Motivation
The processes that account for an individualswillingness to exert high levels of effort to reachorganizational goals, conditioned by the effortsability to satisfy some individual need
Effort: a measure of intensity or drive
Direction: toward organizational goals
Need: personalized reason to exert effort
Motivation works best when individual needs arecompatible with organizational goals
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Motivation Defined as the psychological forces within a person
that determine:1) direction of behaviour in an organization;
2) the effort or how hard people work;
3) the persistence displayed in meeting goals.
Intrinsic Motivation:behaviour performed for its own sake.
Motivation comes from performing the work. Extrinsic Motivation:behaviour performed to acquire
rewards.
Motivation source is the consequence of an action.
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Outcomes and Inputs Regardless of the source of motivation, people seek
outcomes.
Outcome:anything a person gets from a job. Examples include pay, autonomy, accomplishment.
Organizations hire workers to obtain inputs:
Input:anything a person contributes to their job.
Examples include skills, knowledge, work behaviour.
Managers thus use outcomes to motivate workers to provideinputs.
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The Motivation Equation
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Drives
SearchBehaviour
Tension Reduction
of Tension
Satisfied
Need
The Motivation Process (Exhibit 10-1)
Unsatisfied
Need
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition9-10
Copyright 2008 Pearson Education Canada
Early Theories of Motivation
McGregors Theory X and Theory Y
Theory X
Employees have little ambition, dislike work, avoidresponsibility, and require close supervision
Theory Y Employees can exercise self-direction, desire
responsibility, and like to workMotivation is maximized by participative
decision making, interesting jobs, and goodgroup relations
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Theory X
Employees
Dislike Work
Avoid Responsibility
Little Ambition
Theory Y
EmployeesEnjoy Work
Accept Responsibility
Self-Directed
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Theory X
1.People are lazy.
2.People lack ambition anddislike responsibility.
3.People are self-centered/selfish.
4.People resist change.
5.People are gullible and not
very bright.
Theory Y
1.People are energetic.
2.People are ambitious andseek responsibility.
3.People can be selfless.
4.People want to contribute tobusiness growth and change.
5.People are intelligent
Figure 11.1: A comparison of McGregors theory X and theory Y
Assumptions about Human Nature
Prepared by Dr. Nguyen Huu Than
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Important Theories of MotivationNeeds Theories
of Motivation
MaslowsHierarchy ofneeds
Herzbergs 2Factor Theory
Hackman andOldhams JobCharacteristics
Model
ProcessTheories ofMotivation
VroomsExpectancyTheory
Goal SettingTheory
Adams EquityTheory
ReinforcementTheory
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Needs TheoryPeople are motivated to obtain outcomes at work to satisfy their needs.
A need is a requirement for survival and well being.
To motivate a person:
1) Managers must determine what needs worker wants satisfied.
2) Ensure that a person receives the outcomes when performing well.
Several needs theories exist. Maslows Hierarchy of Needs.
Herzbergs Motivator-Hygiene Theory
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1015
Early Theories Of Motivation Hierarchy of needs theory (Maslow)
There is a hierarchy of five human needs; as each need becomes
satisfied, the next need becomes dominant. Physiological: food, drink, shelter, sex
Safety: physical safety
Social: affiliation with others, affection, friendship
Esteem: Internal (self-respect, autonomy, and achievement);External (status, recognition, and attention)
Self-actualization: personal growth and fulfillment
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition9-16
Copyright 2008 Pearson Education Canada
Early Theories of Motivation Maslows Hierarchy of Needs Theory
Needs were categorized as five levels
Individuals must satisfy lower-order needs before theycan satisfy higher order needs
Satisfied needs will no longer motivate
Motivating a person depends on knowing at what levelthat person is on the hierarchy
Hierarchy of needs Lower-order (external): physiological, safety Higher-order (internal): social, esteem, self-actualization
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-17Copyright 2008 Pearson Education Canada
Exhibit 10.2 Maslows Hierarchy of Needs
Self-Actualization
Esteem
Social
Safety
Physiological
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Maslows Hierarchy of Needs
Self-
Actualization
Realize ones
full potential
Use abilities
to the fullest
Esteem Feel goodabout oneself Promotions& recognition
BelongingnessSocial
interaction, love
Interpersonal
relations, parties
Safety Security, stability Job security,health insurance
PhysiologicalFood, water,
shelter
Basic pay level
to buy items
Need Level Desc r ipt ion Examples
Low er level needs mu st b e sat is f ied before higher needs are addressed.
(Adapted)
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Herzberg's Motivation-Hygiene TheoryMaslow saw motivation as operating across a single continuum from physiological
needs to self-actualization needs. The Herzberg theory proposes that there are in
reality two significantly different classes of factors and thus two different
continuums. One class, referred to as hygienefactors, operates across a
continuum ranging from dissatisfaction to no dissatisfaction.
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-20Copyright 2008 Pearson Education Canada
Early Theories of Motivation (contd) Herzbergs Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created by
different factors Hygiene factors: extrinsic (environmental) factors thatcreate job dissatisfaction
Motivators: intrinsic (psychological) factors that createjob satisfaction
Attempted to explain why job satisfaction does notresult in increased performance
The opposite of satisfaction is not dissatisfaction, butrather no satisfaction
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Herzbergs Motivation-Hygiene Theory
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-22Copyright 2008 Pearson Education Canada
Exhibit 10.3 Herzbergs Motivation-Hygiene Theory
AchievementRecognitionWork ItselfResponsibilityAdvancementGrowth
Motivators Hygiene Factors
SupervisionCompany PolicyRelationship withSupervisorWorking ConditionsSalaryRelationship with PeersPersonal Life
Relationship withSubordinatesStatusSecurity
Extremely Satisfied Extremely DissatisfiedNeutral
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Hygiene Factors (Needs)
Pay
Status Security
Working conditions
Fringe benefits
Policies andadministration practices
Interpersonal relations
Environment
Motivation Factors (Needs)
The Job
Meaningful and challenging
work Recognition for accomplishment
Feeling of achievement
Increased responsibility
Opportunities for growth andadvancement
The Job itself
Figure 10. 4: Motivation and Hygiene Factors (p. 147)
Dissatisfaction No Job SatisfactionNo Dissatisfaction Job Satisfaction
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Maslows Hierarchy
Herzbergs Hygiene Factors
Self-Actualization NeedsRealizing ones potential
growth using creative talents
Esteem NeedsAchievement recognition and status
Social NeedsLove, belonging, affiliation, acceptance
Safety Needs
Protection against danger,freedom from fear, security
Physiological Needs
Survival needs, air, water, clothing, shelter, and sex
Interpersonal Relations
Company Policies and
Administative Practices Working Conditions
Supervision
Status
Job Security
Pay
Benefits
Herzbergs Motivators
Achievement
Work itself
Recognition
Responsibility
Opportunity for Growth and
Advancement
Figure 11.3: Maslow and Herzberg Related (p. 149)
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-26Copyright 2008 Pearson Education Canada
Contemporary Theories Of Motivation
McClellands Theory of Needs
There are three acquired needs that motivate work
performance
Need for achievement (nAch)
Need for power (nPow)
Need for affiliation (nAff)
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The Three-
Needs Theory
Affiliation
(nAff)
Achievement
(aAch)Power
(nPow)
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1028
Contemporary Theories Of Motivation Three-needs theory (McClelland)
The needs for achievement, power, and affiliation are major
motives in work
Need for achievement (nAch): the drive to excel, to achieve in relation to
a set of standards, to strive to succeed.
Need for power (nPow): The need to make others behave in a way thatthey would not have behaved otherwise.
Need for affiliation (nAff): The desire for friendly and close interpersonal
relationships.
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1029
Expectancy Theory (Vroom)
A comprehensive theory of motivation that an
individual tends to act in a certain way, in the
expectation that the act will be followed by given
outcome, and according to the attractiveness of
that outcome to the individual.
The extent to which individuals are motivated toperform to get a reward of value to them is based on
their belief that their performance will result in the
reward they want.
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1030
Expectancy Theory (contd) Emphasizes self interest in the alignment of rewards with
employee wants.
Addresses why employees view certain outcomes
(rewards) as attractive or unattractive.
Emphasizes the connections among expected behaviors,
rewards, and organizational goals.
Is concerned with individual perceptions and the provision
of feedback.
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Expectancy Theory
3. Attractiveness relationship
1. Effort-performance relationship
2. Performance-rewards relationship
Individual
Effort
Individual
Performance
Individual
Goals
Organizational
Rewards
1 2
3
Figure 10.10: Simplitied Expectation Theory (289)
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Expectancy Theories of Motivation (pp. 153-154)
Victor Vroom developed an approach to motivation known as expectancy
theory that attempts to explainbehavior in terms of an individuals goals
and choices and the expectations of achieving these goals. It assumes
that people can determine which outcomes they prefer and make realistic
estimates of the chances of obtaining them. The key concepts of theexpectancy theory are that motivation depends on:
Expectancy - an individual's perception of the chances or probability that a particular outcome willoccur as a result of certain behavior.
Valence - the value an individual places on a specific outcome.Expectancy theory can be stated mathematically as follows:
Motivation = ExpectancyXValence.
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Both factors must be present before a high level of motivation can occur. In other
words, a high expectancy or a high valence alone will not ensure motivation. For
example, if an employee had a low expectancy (perceived little chance) of
receiving a pay increase but placed a high value on money, the employee would
not be highly motivated to work hard to obtain the increase.
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14
E P Expectancy
What is the probabilitythat I can perform at therequired level if I try?
P 0 Expectancy
What is the probabilitythat my good performancewill lead to desiredoutcomes?
Valence
What value do Iplace on thepotential outcomes
Effort Performance
Outcomes
(e.g., bonus, praise, feelingsof accomplishments)
Figure 11.5: Basic Components of Expectancy Theory
Source: Kathryn M. Bartol and David C. Martin,Management(New York:
McGraw-Hill, Inc.,1994) p. 386.
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-35Copyright 2008 Pearson Education Canada
Contemporary Theories of Motivation(contd)
Expectancy Theory
Individuals act based on the expectation that a givenoutcome will follow and whether that outcome isattractive
Key to the theory is understanding and managingemployee goals and the linkages among and betweeneffort, performance, and rewards
Effort: employee abilities and training/development
Performance: valid appraisal systems
Rewards (goals): understanding employee needs
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-36Copyright 2008 Pearson Education Canada
Exhibit 9.8 Simplified Expectancy Model
C
B
Individual
Effort
Individual
Performance
Organizational
Rewards
Individual
Goals
A
A
B C
= Effort-performance linkage
= Performance-reward linkage
= Attractiveness of reward
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1037
Expectancy Relationships
(Linkages) Effortperformance
The perceived probability that exerting a given amount of
effort will lead to performance
Performancereward
The belief that performing at a particular level will lead to
the attainment of a desired outcome
Attractiveness
The importance placed on the potential outcome or reward
that can be achieved on the job.
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-38Copyright 2008 Pearson Education Canada
Contemporary Theories of Motivation (contd)
Expectancy Relationships
Expectancy (effort-performance linkage) The perceived probability that an individuals effort will result
in a certain level of performance
Instrumentality The perception that a particular level of performance will
result in attaining a desired outcome (reward)
Valence The attractiveness/importance of the performance reward
(outcome) to the individual
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-39Copyright 2008 Pearson Education Canada
Exhibit 9.9 Steps to Increasing Motivation
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
Increase the individuals 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.
Improving Valence
Make sure that the reward is
meaningful to the individual
Ask employees what rewards they
value.
Give rewards that are valued.
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1040
Contemporary Theories Of Motivation(contd)
Equity theory (Adams)
Employees perceive what they get from a job situation
(outcomes) in relation to what they put into it (inputs) and
then compare theirinput-outcome ratio with the input-
outcome ratios of relevant others.
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-41Copyright 2008 Pearson Education Canada
Contemporary Theories of Motivation(contd)
Equity Theory
Proposes that employees perceive what they get from a job
situation (outcomes) in relation to what they put in (inputs) and
then compare their inputs-outcomes ratio with the inputs-
outcomes ratios of relevant others
If the ratios are perceived as equal then a state of equity (fairness)
exists
If the ratios are perceived as unequal, inequity exists and the person
feels under- or over-rewarded
When inequities occur, employees will attempt to do something to
rebalance the ratios (seek justice)
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-42Copyright 2008 Pearson Education Canada
Contemporary Theories of Motivation(contd)
Equity Theory (contd)
Employee responses to perceived inequities:
Distort own or others ratios
Induce others to change their own inputs or outcomes
Change own inputs (increase or decrease efforts) or outcomes(seek greater rewards)
Choose a different comparison (referent) other (person,
systems, or self)
Quit their job
Employees are concerned with both the absolute andrelative nature of organizational rewards
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Equity TheoryPerceived Ratio
Comparison*
Employees
AssessmentOutcomes 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 emp loyee, and B is a relevant other or referent.
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1044
Contemporary Theories Of Motivation:Equity Theory (contd)
Referent
In equity theory, the other persons, the systems, or the
personal experiences against which individuals compare
themselves to assess equity.
The choice of a particular set of referents is related to the
information available about referents as well as to the
perceived relevance.
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-45
Copyright 2008 Pearson Education Canada
Exhibit 9.7 Equity Theory
Person 1
Inequity, under-rewarded
Equity
Inequity, over-rewarded
Ratio of Output to Input Person 1 s Perception
Person 2
Person 1
Person 2
Person 1
Person 2
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1046
Equity Theory When employees perceive an inequity they may:
Distort either their own or others inputs or outcomes.
Behave so as to induce others to change their inputs or
outcomes.
Behave so as to change their own inputs or outcomes.
Choose a different comparison referent.
Quit their job.
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-47
Copyright 2008 Pearson Education Canada
Contemporary Theories of Motivation
Reinforcement Theory
Behaviour is influence by consequences
Reinforcers are consequences that, when given
immediately following a behaviour, increases the
probability that the behaviour will be repeated
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Reinforcement Theory
Reinforcement theory looks at the relationship between
behaviour and its consequences.
Positive Reinforcement:people get desired outcomes when
they perform needed work behaviours. Positive reinforcers:pay raises, promotions.
Negative Reinforcement:manager eliminates undesired
outcomes once the desired behaviour occurs.
Worker performs to avoid an undesired outcome (Work harder oryou are fired).
In both types of reinforcement, managers must be carefulto link the right behaviours by workers to what the organization needs.
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Reinforcement Theory
Extinction:used when workers are performing behaviour
detrimental to the firm. Manager does not reward the behaviour and over time, the worker will stop
performing it. Punishment:used when the manager does not control the
reward the worker receives (perhaps it is outside the job). Manager administers an undesired consequence to worker (verbal
reprimands to pay cuts).
Punishment can lead to unexpected side-effects such as resentment, andshould be used sparingly.
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-50
Copyright 2008 Pearson Education Canada
Contemporary Theories of Motivation(contd) Job Characteristics Model (JCM)
A framework for designing motivating jobs
Five primary job characteristics:
Skill variety: how many skills and talents are needed?
Task identity: does the job produce a complete work?
Task significance: how important is the job? Autonomy: how much independence does the jobholder have?
Feedback: do workers know how well they are doing?
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1051
Job Design And Motivation
Job characteristics model (JCM)
Hackman and Oldhams job description model:
The five core job dimensions are skill variety, task identity, task
significance, autonomy, and feedback.
Internal rewards are obtained when:
An employee learns (knowledge of results) through (feedback) that he
or she personally (experienced responsibility through autonomy of
work) has performed well on a task that he or she cares about
(experienced meaningfulness through skill variety, task identity,
and/or task significance).
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1053
Core Job Dimensions Skill variety
The degree to which the job requires a variety of activities so the
worker can use a number of different skills and talents Task identity
The degree to which the job requires completion of a whole and
identifiable piece of work
Task significance The degree to which the job affects the lives or work of other
people
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1054
Core Job Dimensions (contd)Autonomy
The degree to which the job provides freedom, independence, and
discretion to the individual in scheduling the work and indetermining the procedures to be used in carrying it out
Feedback
The degree to which carrying out the work activities required by the
job results in the individuals obtaining direct and clear information
about the effectiveness of his or her performance
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-55
Copyright 2008 Pearson Education Canada
Exhibit 9.6 Guidelines for Job Redesign
Source:J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work
(Glenview, IL: Scott, Foresman, 1977). With permission of the authors.
Combine tasks
Form natural work units
Establish client relationships
Load v ertically
Open f eedback channels
Skill variety
Task identity
Task signif icance
Autonomy
Feedback
Suggested Action Core Job Dimension
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-56
Copyright 2008 Pearson Education Canada
Current Issues in Motivation
Motivating a Diverse Workforce
Motivating a diverse workforce through
flexibility:
Men desire more autonomy than do women
Women desire learning opportunities, flexible work
schedules, and good interpersonal relations
Interesting work ranks high in importance to almost all
employees
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Motivating a Diverse Workforce
Flexibility
Not everyone sees their job the same way- whatmotivates me may not motivate you
Recognize differences
People are Different
Accommodate
Cultural Differences
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-58
Copyright 2008 Pearson Education Canada
Current Issues in Motivation (contd) Motivating Minimum-Wage Employees
Employee recognition programs
Provision of sincere praise
Empowerment
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Motivating Professionals and Technical Workers
Characteristics of professionals:
Strong and long-term commitment to their field of expertise
Loyalty is to their profession, not to the employer
Have the need to regularly update their knowledge
Dont define their workweek as 8:00 am to 5:00 pm
Motivated by job challenges and organizational support oftheir work
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Motivating Professional andTechnical Employees
New assignments
Challenges Autonomy
Training and educational opportunities
Recognition Simplify non-work life
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-61
Copyright 2008 Pearson Education Canada
Current Issues in Motivation (contd) Designing Effective Rewards Programs
The role of money Money is normally not an employees top priority
Employee recognition programs Giving personal attention and expressing interest, approval,
and appreciation for a job well done
Pay-for-performance
Variable compensation plans that reward employees on thebasis of their performance:
Piece rates, wage incentives, profit-sharing, and lump-sumbonuses
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Compensation Alternatives Broad-banding
Pre-set pay level, based on the degree to which competencies exist
and allow an employee to contribute to the organization.
Competency-based compensation A program that pays and rewards employees on the basis of skills,
knowledge, or behaviors they possess
Stock options
A program that allows employees to purchase company stock at a
fixed price and profit when company performance increases its
stock value.
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Competency-Based Compensation
Skills
Knowledge
Abilities
Behaviour
i.e.: leadership, decision making, problem
solving, etc.
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Pay-for-Performance
Piece rate
Gainsharing
Wage-incentive
Profit-sharing Bonuses
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Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 9-66
Copyright 2008 Pearson Education Canada
Current Issues in Motivation (contd)
Improving Work-Life Balance Compressed workweek
Longer daily hours, but fewer days
Flexible work hours (flextime) Specific weekly hours with varying arrival, departure, lunch
and break times around certain core hours during which allemployees must be present
Job Sharing
Two or more people split a full-time job
Telecommuting
Employees work from home using computer links
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Entrepreneurs and Motivation Motivation for entrepreneurs is critical
Gradual process
Job redesign
Delegation
Employee empowerment is key motivational tool
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1068
Employee Empowerment:
How Entrepreneurs Motivate Employees
Giving employees power by:
Allowing them to complete the whole job.
Having employees work together across departments andfunctions in the organization.
Using participative decision making in which employees
provide input into decisions.
Delegating decisions and duties, turning over theresponsibility for carrying them out to employees.
Redesigning their jobs so they have discretion over the way
they do their work.
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Additional Suggestions for
Motivating Employees
_ Recognize individuals differences
_ Match people to jobs
_ Use goals and make it attainable
_ Use recognition
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Further Suggestions for
Motivating Employees
_ Individualize rewards
_ Link rewards to performance
_ Check the system for equity
_ Dont ignore money
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