Motivating Employees Achieving Superior Performance in the Workplace
Chapter 12
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Major Questions You Should Be Able to Answer
12.1 Whats the motivation for studying motivation?
12.2 What kinds of needs motivate employees?
12.3 Is a good reward good enough? How do other factors affect motivation?
12.4 Whats the best way to design jobsadapt people to work or work to people?
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12-2
Major Questions You Should Be Able to Answer
12.5 What are the types of incentives I might use to influence behavior?
12.6 How can I use compensation and other rewards to motivate people?
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Motivation: What It Is, Why Its Important
Motivation
the psychological processes that arouse and direct goal-directed behavior
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12-4
Figure 12.2
Motivation: What It Is, Why Its Important
Extrinsic rewards
payoff a person receives from others for performing a particular task
Intrinsic rewards
satisfaction a person receives from performing the particular task itself
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12-5
Question
Bethany is writing a paper for her Management class. She already has a strong A in the class, and only needs to get a C on the paper to keep her A. As she prepares the final version of the paper, she takes special care that the paper is well-written, insightful, and error-free, something that she can be proud of. Bethany is experiencing:
An intrinsic reward
High equity
A belongingness need
A hygiene factor
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12-6
The correct answer is A.
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Lecture Script 6-6
Why Is Motivation Important?
You want to motivate people to:
Join your organization
Stay with your organization
Show up for work at your organization
Be engaged while at your organization
Do extra for your organization
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1. Join your organization. You need to instill in talented prospective workers
the desire to come to work for you.
2. Stay with your organization. Whether you are in good economic times or
bad, you always want to be able to retain good people.
3. Show up for work at your organization. In many organizations, absenteeism
and lateness are tremendous problems. 15
4. Be engaged while at your organization. Engaged employees produce higher quality
work and better customer service.
5. Do extra for your organization. You hope your employees will perform extra
tasks above and beyond the call of duty (be organizational good citizens).
7
Content Perspectives
Content perspectives
theories that emphasize the needs that motivate people
Needs
physiological or psychological deficiencies that arouse behavior
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Maslows Hierarchy of Needs
Hierarchy of needs theory proposes that people are motivated by five levels of needs
Physiological
Safety
Love
Esteem
Self-actualization
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1. Physiological Needs These are the most basic human physical needs, in
which one is concerned with having food, clothing, shelter, and comfort and with
self-preservation.
2. Safety Needs These needs are concerned with physical safety and emotional
security, so that a person is concerned with avoiding violence and threats.
3. Love Needs Once basic needs and security are taken care of, people look for
love, friendship, and affection.
4. Esteem Needs After they meet their social needs, people focus on such matters
as self-respect, status, reputation, recognition, and self-confidence.
5. Self-Actualization Needs The highest level of need, self-actualization is self-fulfillment
the need to develop ones fullest potential, to become the best one
is capable of being.
9
Maslows Hierarchy of Needs
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Figure 12.3
Example: A Hotel CEO Applies Maslows Hierarchy
In Peak: How Great Companies Get Their Mojo from Maslow, CEO Chip Conley describes how JDV used Maslows theory to motivate the businesss three key stakeholdersemployees, customers, and investorsby tapping into the power of self-actualization to create peak performance
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McClellands Acquired Needs Theory
Acquired Needs Theory
states that three needs achievement, affiliation, and power are major motives determining peoples behavior in the workplace
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The Three Needs
Need for achievement
desire to achieve excellence in challenging tasks
Need for affiliation
desire for friendly and warm relations with other people
Need for power
desire to be responsible for or control other people
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12-13
Question
Patty prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Patty probably has a:
High need for achievement
High need for affiliation
High need for power
Low need for achievement
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12-14
The correct answer is A
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Lecture Script 6-14
Deci & Ryans Self-Determination Theory
Self-determination theory
assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness
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12-15
The Three Innate Needs
Competence
People need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills.
Autonomy
People need to feel they have freedom and the discretion to determine what they want to do and how they want to do it.
Relatedness
People need to feel a sense of belonging, of attachment to others.
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Herzbergs Two-Factor Theory
Two-Factor Theory
proposed that work satisfaction and dissatisfaction arise from two different factors work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors
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Herzbergs Two-Factor Theory
Hygiene factors
factors associated with job dissatisfaction which affect the job context in which people work
Motivating factors
factors associated with job satisfaction which affects the job content or the rewards of work performance
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12-18
Using two-factor theory to motivate employees
Managers should first eliminate dissatisfaction making sure that working conditions, pay levels, and company policies are reasonable
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Lecture Script 6-18
Herzbergs Two-Factor Theory
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12-19
Figure 12.5
A comparison of needs & satisfaction theories: Maslow, McClelland, Deci & Ryan, and Herzberg
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20
Figure 12.6
Process Perspectives on Employee Motivation
Process perspectives
concerned with the thought processes by which people decide how to acthow employees choose behavior to meet their needs
Equity theory
Expectancy theory
Goal-setting theory
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Equity Theory
Equity theory
focuses on employee perceptions as to how fairly they think they are being treated compared to others
Inputs, outputs, comparison
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12-22
Equity Theory
Figure 12.7
12-23
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Some Ways Employees Try to Reduce Inequity
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Table 12.1
Practical Lessons from Equity Theory
Employee perceptions are what count
Employee participation helps
Having an appeal process helps
12-25
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Expectancy Theory
Expectancy Theory
suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it
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Expectancy Theory
Expectancy
belief that a particular level of effort will lead to a particular level of performance
Instrumentality
expectation that successful performance of the task will lead to the desired outcome
Valence
the value a worker assigns to an outcome
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12-27
Expectancy Theory: The Major Elements
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12-28
Figure 12.8
Question
Last year, Dianas boss promised her a big bonus if she met her goals. At the end of the year, after Diana had exceeded her goals, she found her bonus was very small. In the future, Dianas _____ will probably be ____.
Valence; low
Instrumentality; low
Expectancy; low
Expectancy; high
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12-29
The correct answer is B
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Lecture Script 6-29
Goal-Setting Theory
Goals should be specific
Goals should be challenging but achievable
Goals should be linked to action plans
Goals need not be jointly set to be effective
Feedback enhances goal attainment
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12-30
Job Design Perspectives
Job design
division of an organizations work among its employees and the application of motivational theories to jobs to increase satisfaction and performance
Job simplification, job enlargement, job enrichment
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12-31
Job simplification the process of reducing the number of tasks a worker performs
Job enlargement consists of increasing the number of tasks in a job to increase variety and motivation
Job enrichment consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement
31
Job Characteristics Model
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12-32
Figure 12.9
Applying the Job Characteristics Model
Diagnose the work environment to see whether a problem exist
Determine whether job redesign is appropriate
Consider how to redesign the job
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Lecture Script 6-32
Reinforcement Perspectives on Motivation
Reinforcement theory
attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated
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Types of Reinforcement
Positive reinforcement
use of positive consequences to encourage desirable behavior
Negative reinforcement
process of strengthening a behavior by withdrawing something negative
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Types of Reinforcement
Extinction
weakening of behavior by ignoring it or making sure it is not reinforced.
Punishment
process of weakening behavior by presenting something negative or withdrawing something positive
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12-35
Question
When a manager stops nagging a subordinate, the manager is using:
Positive reinforcement
Negative reinforcement
Punishment
Intrinsic motivation
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12-36
The correct answer is B
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Lecture Script 6-36
Four Types of Reinforcement
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Figure 12.10
Using Reinforcement to Motivate Employees
Positive reinforcement
Reward only desirable behavior
Give rewards as soon as possible
Be clear about what behavior is desired
Have different rewards and recognize individual differences
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Popular Incentive Compensation Plans
Piece rate
Sales commission
Bonuses
Profit-sharing
Gainsharing
Stock options
Pay for knowledge
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12-39
Piece rate
employees paid according to how much output they produce
Sales commission
sales reps are paid a percentage of the earnings the company made from their sales
Bonuses
cash awards given to employees who achieve specific performance objectives
profit sharing the distribution to employees of a percentage of the companys profits
-gainsharing the distribution of savings or gains to groups of employees who reduced costs and increased measurable productivity
-stock options certain employees are given the right to buy stock at a future date for a discounted price
-pay for knowledge employee pay is tied to the number of job relevant skills or academic degrees they earn
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Lecture Script 6-39
Question
In Earls department at Pencilchicken, Inc. employees get money based on how much the department has been able to save in costs. This is an example of a ____________ compensation plan.
Pay for performance
Pay for knowledge
Bonus
Gainsharing
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12-40
The correct answer is D
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Lecture Script 6-40
Nonmonetary Ways of Motivating Employees
Flexible workplace
Thoughtfulness
Work-life benefits
Surroundings
Skill-building & educational opportunities
Sabbaticals
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12-41
The most common non-monetary incentive is the flexible workplace
Companies need to offer employees a means of balancing their work and their personal lives
Companies need to create a work environment that is conducive to productivity
Companies can help employees build their skills by developing shadowing programs and offering tuition reimbursement
Offering sabbaticals to long-term employees gives people a change to recharge themselves
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Lecture Script 6-41
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