1.Chapter Objectives

• Explainthe motivational lessons taught by Maslows theory and Herzbergs theory.

Explainhow job enrichment can be used to enhance the motivating potential of jobs.

Describethe motivational processes in expectancy theory and goal-setting theory.

Distinguishextrinsic reward from intrinsic rewards andlistfour rules for administering extrinsic rewards effectively.

2. Chapter Objectives(contd)

Explainhow open-book management and self-managed teams promote employee participation.

Discusshow companies are striving to motivate employees with quality-of-life programs.

3. Motivation Theories

Motivation

• The psychological process that gives behavior purpose and direction.

Theories of Motivation

• Maslows needs hierarchy theory

• Herzbergs two-factor theory

• Job enrichment theory

• Expectancy theory

• Goal-setting theory

4. Figure 11.1 Individual Motivation and Job Performance 5. Motivation Theories(contd)

Maslows Needs Hierarchy Theory

• People have needs, and when one need is relatively fulfilled, other emerge in predictable sequence to take its place.

Maslows hierarchy of needs:

• Physiological needs: food, water, sleep, and sex.

• Safety needs: safety from the elements and enemies.

• Love needs: desire for love, affection, and belonging.

• Esteem needs: self-perception as a worthwhile person.

• Self-actualization: becoming all that one can become.

6. Motivation Theories(contd)

The Self-Actualizing Manager

• Has warmth, closeness, and sympathy.

• Recognizes and shares negative information and feelings.

• Exhibits trust, openness, and candor.

• Does not achieve goals by power, deception, or manipulation.

• Does not project own feelings, motivations, or blame onto others.

• Does not limit horizons; uses and develops body, mind, and senses.

• Is not rationalistic; can think in unconventional ways.

• Is not conforming; regulates behavior from within.

7. Motivation Theories(contd)

Relevance of Maslows Theory for Managers

• Beyond physical and safety needs, which higher order need will emerge cannot be predicted.

• A fulfilled need does not motivate an individual.

• Effective managers can anticipate emerging needs based on individual need profiles and provide opportunities for fulfillment.

• The esteem level of needs satisfied by jobs and recognition provides managers with the greatest opportunity to motivate better performance.

8. Motivation Theories(contd)

Herzbergs Two-Factor Theory

• A theory of motivation based on job satisfaction.

• • A satisfied employee is motivated from within to work harder.

• • A dissatisfied worker is not self-motivated to work.

• • Conclusion: Enriched jobs are the key to self-motivation.

• Dissatisfiers:factors associated with the job context or work environment.

• Satisfiers:factors associated with the nature of the task itself (job content).

9. Motivation Theories(contd)

Implications of Herzbergs Theory

• Satisfaction is not the opposite of dissatisfaction.

• There is a need to think carefully about what motivates employees.

• • Meaningful, interesting, and challenging (enriched) work is needed to satisfy and motivate employees.

• Problems with Herzbergs theory

• • Assumption of job performance improving with satisfaction is weakly, at best, supported.

• • One persons dissatisfier is another persons satisfier.

10. Motivation Theories(contd)

Job Enrichment Theory

• Redesigning jobs should increase their motivational potential

• • A better fit between persons and their jobs should foster both high work productivity and a high-quality experience for the people who do the work.

• • Vertical loading(introducing planning and decision-making responsibility) increases the challenge of work (complexity and job depth) and reverses the effects of overspecialization.

• • Job enrichment works best for individuals who have a desire for personal growth.

11. Motivation Through Job Design(contd)

Five Core Dimensions of Work

• Skill variety:the variety of activities required in carrying out the work.

• Task identity:the completion of a whole and identifiable piece of work.

• Task significance:how substantial an impact the job has on the lives of other people.

• Autonomy:the freedom, independence, and discretion that one has to do the job.

• Job feedback:how much performance feedback the job provides to the worker.

12. Motivation Theories(contd)

Expectancy Theory (Vroom)

• A model that assumes motivational strength is determined by perceived probabilities of success.

• • Expectancy: ones subjective belief or expectation that one thing will lead to another.

A Basic Expectancy Model

• Ones motivational strength increases as ones perceived effort-performance and performance-reward probabilities increase the likelihood of obtaining a valued reward.

13. Motivation Theories(contd)

Relevance of Expectancy Theory for Managers

• Employee expectations can be influenced by managerial actions and organizational experience.

• Training increases employee confidence in their efforts to perform.

• Listening provides managers with insights into employees perceived performance-reward probabilities.

14. Motivation Theories(contd)

Goal-Setting Theory

• Goal setting:the process of improving performance with objectives, deadlines, or quality standards.

A General Goal-Setting Model

• Properly conceived goals trigger a motivational process that improves performance.

15. Figure 11.5 A Model of How Goals Can Improve Performance 16. Motivation Theories(contd)

Personal Ownership of Challenging Goals

• Characteristics of effective goals:

• • Specificity makes goals measurable.

• • Difficulty makes goals challenging.

• • Participation gives personal ownership of the goal.

How Do Goals Actually Motivate?

• Goals are exercises in selective perception.

• Goals encourage effort to achieve something specific.

• Goals encourage persistent effort.

• Goals foster creation of strategies and action plans.

17. Motivation Theories(contd)

Practical Implications of Goal-Setting Theory

• The developed ability to effectively set goals can be transferred readily to any performance environments.

18. Motivation Through Rewards

Extrinsic Rewards

• Payoffs (external) granted to the individual by others

• • Money, employee benefits, promotions, recognition, status symbols, and praise.

Intrinsic Rewards

• Self-granted and internally experienced payoffs

• • Sense of accomplishment, self-esteem, and self-actualization.

19. Motivation Through Rewards(contd)

Improving Performance with Extrinsic Rewards

• Rewards must satisfy individual needs.

• • Cafeteria compensation:a plan that allows employees to select their own mix of benefits.