Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Theories that emphasize the needs that motivate people are content perspectives or need-based perspec
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Chapter 12: Motivating Employees
Achieving Superior Performance
in the Workplace
Motivating for Performance
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processes that arouse and direct goal-directed behavior
12.1 Motivating For Performance
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Rewards can be extrinsic (the payoff a person
receives from others for performing a particular task),
or intrinsic (the satisfaction a person receives from
performing the particular task itself)
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Intrinsic vs Extrinsic Rewards
Intrinsic = Inside
Feeling of Job Well Done Prid
e
Sense of Achieveme
nt
Extrinsic = Outside
Praise
Salary Increase
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12.1 Motivating For Performance
Figure 12.1: A Simple Model Of Motivation
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12.1 Motivating For Performance
WHY IS MOTIVATION IMPORTANT?
It is important to motivate people to
-join your organization
-stay with your organization
-show up for work at your organization
-perform better for your organization
-do extra for your organization
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Theories that emphasize the needs that motivate people are
content perspectives or need-based perspectives
-where needs are defined as physiological or psychological
deficiencies that arouse behavior
Three content perspectives are Maslow’s hierarchy of
needs, McClelland’s acquired needs theory, and Herzberg’s two-factor theory
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At the most basic level, people try to fulfill physiological
needs (basic human needs like food, clothing, and shelter)
Next, are safety needs (physical safety, emotional security,
avoidance of violence)
Then, belongingness needs (love, friendship, affection)
Next, esteem needs (self-respect, status, reputation,
recognition, and self-confidence)
Finally, self-actualization needs (self-fulfillment increasing competence, using abilities to the fullest)
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Maslow’s Hierarchy of Needs: What the Organization Can Do
5 Self- actualization needs
Offer adequate ventilation, heat,
water, base pay
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Maslow’s Hierarchy of Needs: What the Organization Can Do (Cont.)
Offer safe working conditions, job security, health and retirement
benefits
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Maslow’s Hierarchy of Needs: What the Organization Can Do (Cont.)
5 Self- actualization needs
Offer interaction with others, participation in workgroup, good
relations with supervisors
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Maslow’s Hierarchy of Needs: What the Organization Can Do (Cont.)
Offer recognition, status, challenges, merit pay, employee participation in making decisions
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Maslow’s Hierarchy of Needs: What the Organization Can Do (Cont.)
5 Self- actualization needs
Offer training, creativity, promotions, employee control
over jobs
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Physiological
Needs Safety Needs
Social Needs (Belongingness)
Esteem Needs
Self-Actualizati on
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Chapter 12: Motivating Employees
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not one of Maslow’s needs?
A) psychological needs
B) esteem needs
C) self-actualization needs
D) safety needs
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Chapter 12: Motivating Employees
CLASSROOM PERFORMANCE SYSTEM
Love, friendship, and affect needs are part of which
of Maslow’s five needs?
A) belongingness needs
B) esteem needs
C) self-actualization needs
D) safety needs
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12.2 Content Perspectives
On Employee Motivation
2 David McClelland proposed the acquired needs theory
which argues that three needs (achievement, power, and
affiliation) are major motivators in the workplace
The three needs are associated with different sets of work preferences
People with a high need for achievement excel in technical fields that require creativity and individual skills
People who have a high need for power will do well in jobs where they can control others and be publicly applauded for their accomplishments
People with a high need for affiliation prefer work where personal relationships and social approval are important
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Needs Theories: McClelland
Acquired Needs Theory: states that three needs are
major motives determining people’s behavior in the workplace:
Need for achievement – desire to excel
Need for affiliation – desire for friendly relations with
other people
Need for power – desire to be responsible for other
people, to influence their behavior, or to control them
Negative power – personal power
Positive power – institutional power
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McClelland’s Three Needs
5 Self- actualization needs
Power Achievement Affiliation A “well-balanced individual”
Power
A “control freak”
Achievement Affiliation
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12.2 Content Perspectives
On Employee Motivation
3 Frederick Hertzberg proposed that work
satisfaction and dissatisfaction arise from two
different factors:
Lower level needs are usually handled through
hygiene factors (factors associated with job
dissatisfaction like salary and working conditions)
Higher level needs are associated with motivating factors (factors associated with job satisfaction)
So, managers should eliminate dissatisfaction, then focus on encouraging motivation
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A Comparison of Needs Theories:
Maslow, Herzberg, and McClelland
5 Self- actualization needs
Self-actualization Esteem
Belongingness Safety
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Chapter 12: Motivating Employees
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not a hygiene factor?
A) working conditions
B) company policy
C) responsibility
D) supervisors
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12.3 Process Perspectives
On Employee Motivation
IS A REWARD ENOUGH?
Process perspectives are concerned with the
thought processes by which people decide to act
Three process perspectives on motivation are
theory
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12.3 Process Perspectives
On Employee Motivation
1 Equity theory focuses on employee perceptions as to how
fairly they think they are being treated relative to others
The central issues of equity theory are inputs (what you
think you put into the job), outputs (the rewards you could
receive), and comparisons (how your inputs and outputs
compare to those of others)
Employees that believe they are being treated fairly are
more likely to support their organizations than those who
perceive inequities
Managers need to understand employee perceptions, allow employees to participate in important decisions, and have an appeal process in place
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According to expectancy theory, people will do what they can, when they want to
Expectancy is the belief that a particular level of effort will
lead to a particular level of performance
If people believe their efforts matter, they will work harder
Instrumentality is the expectation that successful
performance of the task will lead to the desired outcome
Managers want to know what they will get for successful
performance
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Employee Questions About Expectancy Theory
can perform at the required
level if I try?
performance will lead to the
desired outcomes?
outcome?
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12.3 Process Perspectives
On Employee Motivation
Valence is the value or importance a worker assigns to the
possible outcome or reward
For motivation to be high, employees need to score high on all three elements
Managers should ask the following questions when they are trying to motivate employees
-what are the job objectives and the performance level
desired?
-are rewards linked to performance?
-do employees believe you will deliver the right rewards for the right performance?
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12.3 Process Perspectives
On Employee Motivation
be motivated by goals that are specific and
challenging, but achievable
Managers can motivate by setting the right goals in the right ways
Goals should be SMART - Specific, Measurable, Attainable, Results-oriented, and have Target dates
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12.4 Job Design Perspectives
On Motivation
Job Design
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Traditionally, people were fitted to jobs, today,
many companies fit jobs to people
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so that performance and job satisfaction rise
Two techniques for doing this are job enlargement
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
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12.4 Job Design Perspectives
On Motivation
core job characteristics that affect three critical
psychological states of an employee that in turn
affect work outcomes - the employee’s motivation,
performance, and satisfaction
The five core characteristics are:
person to use a wide range of different skills and
abilities
worker to perform all the tasks needed to complete the job from beginning to end
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12.4 Job Design Perspectives
On Motivation
affects the lives of other people, whether inside or
outside the organization
employee to make choices about scheduling different tasks and deciding how to perform them
clear, direct information about how well they are
performing the job
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12.4 Job Design Perspectives
On Motivation
HOW DOES THE MODEL WORK?
High motivation, high performance, high satisfaction, and low absenteeism and turnover are associated with how much workers feel they are doing meaningful work, whether they feel they are responsible for the outcomes of the work, and whether they have knowledge of the results of the work
When using the model, managers need to:
-diagnose the work environment to see whether a problem exists
-determine whether job redesign is appropriate
-consider how to redesign the job
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12.5 Reinforcement Perspectives
On Motivation
WHAT INCENTIVES INFLUENCE BEHAVIOR?
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
When reinforcement theory is used to change
human behavior, it is called behavior modification
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There are four types of reinforcement:
1 The use of positive consequences to encourage desirable behavior is called positive reinforcement
2 The removal of unpleasant consequences following a
desired behavior is called negative reinforcement
3 The withholding or withdrawal of positive rewards for
desirable behavior, so that the behavior is less likely to occur
in the future is called extinction
4 The application of negative consequences to stop or
change undesirable behavior is called punishment
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Reward only desirable behavior
Give rewards as soon as possible
Be clear about what behavior is desired
Have different rewards and recognize individual differences
Punish only undesirable behavior
Give reprimands or disciplinary actions as soon as possible
Be clear about what behavior is undesirable
Administer punishment in private
Combine punishment and positive reinforcement
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12.6 Using Compensation &
Other Rewards To Motivate
HOW CAN FIRMS USE COMPENSATION AND OTHER REWARDS TO MOTIVATE?
Wages or salaries are usually not enough to
motivate people to work hard, so many companies offer incentives as well
Good incentive plans:
-link measurable rewards to performance
-use rewards that satisfy individual needs
-offer rewards that have been agreed on by
managers and employees
-have believable and achievable rewards