Chapter 16 Motivating Employees © 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 The Concept of Motivation 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 © 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 16.1 - A Simple Model of Motivation © 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 Content Perspectives on Motivation 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 © 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 16.3 - Maslow’s Hierarchy of Needs © 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 ERG Theory 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 Frustration-regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need © 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 16.4 - Herzberg’s Two-Factor Theory © 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 Acquired Needs Need for achievement Need for affiliation Need for power © 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 Process Perspectives on Motivation How people select behavioral actions Goal-Setting Theory Equity Theory Expectancy Theory © 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 Goal-Setting Theory 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 © 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 Equity Theory 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 © 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 Expectancy Theory 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 © 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 16.6 - Major Elements of Expectancy Theory 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 Reinforcement Perspective on Motivation 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 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 Four Reinforcement Tools Extinction Withholding of a positive reward Punishment Imposition of unpleasant outcomes on an employee Avoidance learning Positive Reinforcement Removal of an unpleasant Pleasant and rewarding consequence once a behavior is consequences following a desired improved behavior 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 16.7 - Changing Behavior with Reinforcement 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 Social Learning Theory 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 © 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 Job Design for Motivation Job Rotation Job Enlargement Job Enrichment 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 16.8 - The Job Characteristics Model 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 Core Job Dimensions 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 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 Innovative Ideas for Motivating 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 © 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 16.9 - New Motivational Compensation Programs 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 Empowering People to Meet Higher Needs 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 © 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 Giving Meaning to Work through Engagement • Instill a sense of support and meaning • Help employees develop positive relationships with colleagues and supervisors • Focus on learning, contribution, and growth 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 [...]... desired improved behavior 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 16. 7 - Changing Behavior with Reinforcement 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 Social Learning Theory Individual’s... or attraction an individual has for an outcome 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 16. 6 - Major Elements of Expectancy Theory 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 Reinforcement... Job Rotation Job Enlargement Job Enrichment 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 16. 8 - The Job Characteristics Model 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 Core Job Dimensions... Incentives should reward the desired behavior 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 16. 9 - New Motivational Compensation Programs 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 Empowering ... duplicated, or posted to a publicly accessible website, in whole or in part 16. 7 - Changing Behavior with Reinforcement 16 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied... scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16. 3 - Maslow’s Hierarchy of Needs © 2014 Cengage Learning All Rights Reserved May not be scanned,... scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 16. 4 - Herzberg’s Two-Factor Theory © 2014 Cengage Learning All Rights Reserved May not be scanned,