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CHAPTER 8
MOTIVATING YOUR EMPLOYEES
1. Define motivation2. Identify & define 5 personality characteristics relevant to
understanding behavior of employees3. Explain elements & focus of 3 early theories of motivation4. Identify characteristics that stimulate the achievement drive in
high achievers5. Identify 3 relationships in expectancy theory that determine an
individual’s level of effort6. List actions a supervisor can take to maximize employee
motivation7. Describe how supervisors can design individual jobs to maximize
employee performance8. Explain the effect of workforce diversity on motivating employees
Willingness to do something Conditioned upon the action’s ability to satisfy
some need
Need Physiological or psychological deficiency makes certain outcomes seem attractive
Personality types Locus of control
Source of control over individual’s behavior Internal – we control our own behaviors External – our lives are controlled by external forces
Machiavellianism Manipulative behaviors Ends justify means
Self-esteem How much you like or dislike yourself Low-SEs High-SEs
Personality types (cont.) Self-monitoring
Adjust behavior to external situational factors High – adapt easily, capable of presenting striking
contradictions between public and private selves Low – display true feelings and beliefs in almost
every situation
Risk propensity Willingness to take risk Rapid decision making with less information
Understand why people act the way they do
Understand how people are motivated
Match personality types with compatible jobs
Hierarchy of needs (Maslow, 1954) Hierarch of needs
Physiological Safety Social Esteem Self-actualization
Each needs satisfy Next level Substantially satisfied needs no longer
motivates
Not supported by studies
Theory X – Theory Y (Douglas McGregor, 1960) Theory X assumptions
Employees dislike work avoid it Must be coerced, controlled, or threatened Employees will avoid responsibilities and seek formal
direction Workers place security above all other factors little
ambition Theory Y assumptions
Employees view work as natural Exercise self-direction and self-control once committed
to objectives The average person can learn to accept, even seek,
responsibility Ability to make good decisions is widely dispersed
throughout the population
Theory X – Theory Y (cont.) McGregor: Theory Y more valid
Participation in decision making Responsible and challenging jobs Good group relations
No evidence to confirm validity Theory X or Theory Y assumptions maybe
appropriate in different situations
Motivation – Hygiene theory (Herzberf, 1959) Motivators differentiate satisfaction and no
satisfaction Achievement Recognition Work itself Responsibility Growth
Hygiene factors differentiate dissatisfaction and no dissatisfaction
Working conditions Salary Policy
Need for achievement (McClelland, 1961) Drive to succeed Intrinsic motivation to do better High achiever
Preference Personal responsibility Feedback Medium degree of risk
Entrepreneurial
Equity Theory (Adams, 1965) Employees compare input-outcome ratios If equal fair Unequal attempt to correct
Expectancy Theory Employees analyze relationships between
effort-performance; performance-reward; and reward-personal goals
Level of effort depends on expectations that these relationships can be achieved
Recognize individual differences Match people to jobs Set challenging goals Encourage participation Individualize rewards Link rewards to performance Check for equity Don’t ignore the money
Job design Skill variety Task variety Task significance Autonomy Feedback
Job enrichment Increase control over the planning, execution
and evaluation of people’s work
Motivating a diverse workforce Flexibility Cultural differences
Should employees be paid for performance or time on the job? Pay for performance Competency based compensation
Motivating minimum-wage employees Rewards Job design
Motivating professional and technical employees Job challenge Recognition Alternative career paths
Improve work-life balance Flextime Job sharing
Employee Stock Ownership Plan (ESOP)