8/6/2019 10-Motivating and Rewarding Employees

1/5

1

Dr. Ahmad S.Mustafa

Chapter 10Motivating And Rewarding

Employees

Dr. Ahmad S.Mustafa

Motivation

The need An internal state that makes certain outcomes

appear attractive. An unsatisfied need creates tension that stimulate

drives within an individual . These drives generate a search behavior to find

particular goals , that if attained , will satisfy theneed and reduce the tension

Motivation The managers willingness to exert high levels of

effort to reach organizational goals , conditionedby the efforts ability to satisfy some individualneed P.313

8/6/2019 10-Motivating and Rewarding Employees

2/5

2

Dr. Ahmad S.Mustafa

Hierarchy of needs

Physiological

Safety

Social

Esteem

Self-actualization

Maslows Hierarchy of needs

Dr. Ahmad S.Mustafa

Mcgregors Theory X AndTheory Y

Theory X

An assumption that employees dislikework , are lazy , seek to avoid

responsibility, and must be coerced towork

Theory Y

An assumption that employees arecreative , seek responsibility , and canexercise self-direction.p. 315

8/6/2019 10-Motivating and Rewarding Employees

3/5

8/6/2019 10-Motivating and Rewarding Employees

4/5

4

Dr. Ahmad S.Mustafa

Adams Equity Theory

Employees perceive what they getfrom a job situation ( outcomes ) inrelation to what they put into ( inputs )

And then compare their input-outcomeratio with the input-outcome ratios of

relevant others . Read p. 318-319

Dr. Ahmad S.Mustafa

Job Designinfluences motivation

Hackman and Oldhams job description model : the fivecore job dimensions are :

1- Skill variety: the degree to which the job requires a varietyof activities requiring a number of different skills andtalents.

2-Task identity : The degree to which the job requirescompletion of a whole and identifiable piece of work.

3-Task significance : The degree to which the job affect thelives or work of other people.

4- Autonomy : The degree to which the job provides freedom. Independence , and discretion to the individual inscheduling the work and determining its procedures

5- Feedback : The degree to which carrying out the workactivities results in obtaining direct and clear informationabout the effectiveness of his performance

8/6/2019 10-Motivating and Rewarding Employees

5/5

5

Dr. Ahmad S.Mustafa

Expectancy Theory The employee tends to act on the basis of the expectation

that the act will be followed by a given outcome

And the attractiveness of that outcome to him

It includes 3 variables of relationships:1- Effort performance linkage : the probability perceive bythe employee that exerting a given amount of effort willlead to performance

2- The performance-reward linkage : The degree to which

an individual believes that performing at a particular levelwill lead to the attainment of a desired outcome

3- Attractiveness : The importance an individual places onthe potential outcome or reward that can be achieved onthe job . This variable considers the goals and needs of theindividual