The Leading Process

Managing Employee Motivation and PerformanceChapter 16

Chapter 16City University of Science and Information TechnologyFaisal Ghani

The Nature of Motivation Motivation The set of forces that cause people to behave in certain ways.Motivation

Ability

Effort

Environment

Performance

Chapter 16City University of Science and Information TechnologyFaisal Ghani

The Nature of Motivation The Importance of Employee Motivation in the WorkplaceEmployees performance is generally determined by:motivation (the desire to do the job)ability (the capability to do the job) andthe work environment (the tools, material and information needed to do the job).

Chapter 16City University of Science and Information TechnologyFaisal Ghani

The Nature of Motivation The Importance of Employee Motivation in the WorkplaceDetermination of future needs and search/choice for need satisfactionSearch for ways to satisfy needs Choice of behavior to satisfy needsEvaluation of needsatisfactionNeed or deficiencyThe Motivation Framework

Chapter 16City University of Science and Information TechnologyFaisal Ghani

The Nature of Motivation Historical Perspectives on MotivationThe Traditional ApproachIncentive pay system by Frederick W. TaylorThe Human Relations ApproachRole of social process in the workplace by Elton MayoThe Human Resource ApproachPeople want to contribute and are able to contribute.

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Content Perspective on MotivationContent PerspectivesApproaches to motivation that try to answer the question: What factors in the workplace motivate people?

Chapter 16City University of Science and Information TechnologyFaisal Ghani

Content Perspective on MotivationThe Needs Hierarchy ApproachMaslows Hierarchy of NeedsSuggests that people must satisfy five group of needs in order-physiological, security, belongingness, esteem and self-actualization.

Chapter 16City University of Science and Information TechnologyFaisal Ghani

Content Perspective on Motivation:Maslows Hierarchy of Needs Self-actualizationEsteemBelongingnessSecurityPhysiologyFoodAchievementStatusFriendshipStabilityJob TitleFriends at WorkPension PlanBase SalaryNEEDSGeneral ExamplesOrganizational ExamplesChallenging Job

Chapter 16City University of Science and Information TechnologyFaisal Ghani

Content Perspective on MotivationThe Needs Hierarchy ApproachERG Theory of MotivationSuggests that peoples needs are grouped into three possibly overlapping categoriesexistence, relatedness and growth.

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Content Perspective on Motivation:ERG Theory of Motivation Satisfaction-ProgressionFrustration-RegressionGrowth NeedsRelatedness NeedsExistence Needs

Chapter 16City University of Science and Information TechnologyFaisal Ghani

Content Perspective on MotivationIndividual Human NeedsNeed for AchievementThe desire to accomplish a goal or task more effectively than in the past.Need of AffiliationThe desire for human companionship and acceptance.Need for PowerThe desire to be influential in a group and to control ones environment.

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Process Perspective on Motivation Process PerspectivesApproaches to motivation that focuses on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals.

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Process Perspective on Motivation Expectancy TheorySuggests that motivation depends on two thingshow much we want something and how likely we think we are to get it.ElementsEffort-to-Performance Expectancy (E) is the probability that effort will lead to performance.Performance-to-Outcome Expectancy (I) is the perception that performance leads to an outcome.Outcome is the consequence or reward for performance.Valence (V) is how much a particular outcome is valued.M = E x I x V

Chapter 16City University of Science and Information TechnologyFaisal Ghani

Process Perspective on Motivation Expectancy TheoryMotivationEffortEnvironmentAbilityPerformanceOutcomeValenceOutcomeValenceOutcomeValenceOutcomeValenceOutcomeValence

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Process Perspective on Motivation The Porter-Lawler Extension Perceived EquityIntrinsicReward(outcomes)ExtrinsicReward(outcomes)SatisfactionPerformance

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Process Perspective on Motivation Equity TheorySuggests that people are motivated to seek social equity in the rewards they receive for performance outcomes (self)inputs (self)=outcomes (other)inputs (other)Inputs/ outcomescomparison ofself with othersEquityInequityMotivation to maintain current situationWays to reduce inequityChange inputsChange outcomesAlter perceptions of selfAlter perceptions of otherLeave situationChange comparisons

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Process Perspective on Motivation Goal Setting TheoryGoal DifficultyExtent to which a goal is challenging and requires effort.Goal SpecificityClarity and precision of the goal.Goal AcceptanceExtent to which persons accept a goal as their own.Goal CommitmentExtent to which an individual is personally interested in reaching a goal.

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Process Perspective on Motivation Goal Setting TheorySatisfactionGoal-Directed EffortPerformance

Chapter 16City University of Science and Information TechnologyFaisal Ghani

Popular Motivational Strategies Empowerment and ParticipationEmpowermentThe process of enabling workers to set their won work goals, make decisions, and solve problems within their sphere of responsibility and authority.ParticipationThe process of giving employees a voice in making decisions about their own work.

Chapter 16City University of Science and Information TechnologyFaisal Ghani

Popular Motivational Strategies Alternative Forms of Work ArrangementsVariable Work SchedulesCompressed work scheduleWorking a full hour week in fewer than the traditional five or six days.Flexible Work Schedules (Flextime)Allowing employees to select, within broad parameters, the hours they work.Job Sharing Telecommuting