How Does Motivation Work? Familiarity with the best-known theories can help supervisors think of...
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Transcript of How Does Motivation Work? Familiarity with the best-known theories can help supervisors think of...
How Does Motivation Work?
Familiarity with the best-known theories can help supervisors think of ways to motivate employees.
None of the theories are perfect, but all give supervisors some guidance.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-1
Motivation + Ability = Performance
Content Theories
Content theories focus on the content of the motivators.
Three researchers whose content theories of motivation are widely used:Abraham MaslowDavid McClellandFrederick Herzberg
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-2
Maslow’s Hierarchy of Needs
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-3
Share of 945 U.S. Companies Offering Flexible Work Options
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-4
McClelland’s Achievement-Power-Affiliation Theory
1. The need for achievement – the desire to do something better than it has been done before.
2. The need for power – the desire to control, influence, or be responsible for other people.
3. The need for affiliation – the desire to maintain close and friendly personal relationships.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-5
Herzberg’s Two-Factor Theory
Hygiene FactorsCompany policy and
administrationSupervisionRelationship with
supervisorRelationship with peersWorking conditionsSalary and benefitsRelationship with
subordinatesMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-6
Motivating FactorsOpportunity for
achievementOpportunity for
recognitionWork itselfResponsibilityAdvancementPersonal growth
Process Theories
Process theories look at the process of motivation instead of specific motivators.
Two major process theories:Vroom’s expectancy-valency theorySkinner’s reinforcement theory
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-7
Vroom’s Expectancy-Valence Theory
Victor Vroom decided that the degree to which people are motivated to act in a certain way depends on two things:Valence – the value a person places on the outcome
of a particular behavior.Expectancy – the perceived probability that the
behavior will lead to the outcome.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-8
Strength of Motivation = Perceived Value of Outcome x Perceived Probability of Outcome Resulting
Skinner’s Reinforcement Theory
The reinforcement theory maintains that people’s behavior is influenced largely by the consequences of their past behavior.
Reinforcement theory implies that supervisors can encourage or discourage a particular kind of behavior by the way they respond to the behavior.ReinforcementPunishment
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-9
Motivation Theories and the Law
Federal laws set requirements for overtime pay, rest breaks, health insurance for retirees, and many other areas.
The Family and Medical Leave Act can pose a significant challenge to planning and scheduling because of an employee’s leave.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-10
Money as a Motivator
When money motivatesMoney motivates people when it meets their
needs.
Pay plans using financial incentivesPiecework systemProduction bonus systemCommissionsPayments for suggestions
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-11
Group Incentive Plans
Profit-sharing planUnder this kind of plan, the company
sets aside a share of its profits earned during a given period and divides these profits among the employees.
Gainsharing The company encourages employees
to participate in making suggestions and decisions about improving the way the company or work group operates. As performance improves, employees receive a share of the greater earnings.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-12
Group incentive plan
A financial incentive plan that rewards a team of workers for meeting or exceeding an objective.
Secrecy of Wage and Salary Information
In private (nongovernment) organizations, employees generally do not know one another’s earnings.
Government employees’ earnings are public information.
In private organizations, a typical compromise between maintaining privacy and sharing information is for the organization to publish pay ranges so employees know what they can potentially expect to earn.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-13
How Supervisors Can Motivate
Making work interestingJob rotationJob enlargementJob enrichment
Having high expectationsPygmalion effect
Providing rewards that are valuedThe content theories of motivation indicate that a
variety of rewards may motivate, but that not all employees will value the same rewards at the same time
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-14
How Supervisors Can Motivate (continued)
Relating rewards to performanceThe rewards a supervisor uses should be linked to employee
performance.Rewards are most likely to motivate employees when the
employees view them as achievable.Treating employees as individuals
A supervisor who wishes to succeed at motivating has to remember that employees will respond in varying ways.
When a particular type of motivation does not seem to work with an employee, a supervisor should try some other motivator to see if it better matches the employee’s needs.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-15
Job Characteristics Rated Important by U.S. Workers
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-16
How Supervisors Can Motivate (continued)
Encouraging employee participationEmployees tend to feel more committed when they can
contribute to decisions and solutions.Asking subordinates for their advice about how tasks
should be accomplished is another way to increase their involvement.
Providing feedbackPart of a supervisor’s job is to give employees
feedback about their performance.Praise is an important kind of feedback.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-17