7/31/2019 Motivation Emp
1/54
7/31/2019 Motivation Emp
2/54
Chapter Overview Employee performance depends on motivation to
perform.
Motivation leads to good performance when it isaccompanied by
ability,
skills,
equipment,
supplies, and
time.
7/31/2019 Motivation Emp
3/54
The chapter includes many theories of motivation.
Content theories of motivation attempt to identify whatthings motivate people.
Maslows hierarchy of needs,
McClellands theory of achievement, power, andaffiliation needs, and
Herzbergs two-factor theory of motivation areexplained.
7/31/2019 Motivation Emp
4/54
Process theories look at the process of motivationrather than specific motivators.
Included are Vrooms expectancy-valence theory, and
Skinners reinforcement theory.
7/31/2019 Motivation Emp
5/54
All of the theories depend on the individualsperception of what is a valued motivator.
What will be perceived as a motivator depends on theindividuals needs.
7/31/2019 Motivation Emp
6/54
Some supervisors and other managers assume thatthe main thing employees want out of a job is
money. While money can be a motivator, it is not the only motivator,
and for some people it is not the most important motivator.
For money to motivate, it must meet employee needs, andemployees must believe they are able to achieve the financial
rewards the organization offers.
7/31/2019 Motivation Emp
7/54
Several financial incentives are discussed, including piecework systems,
production bonus systems,
commissions,
suggestion plans,
group incentive plans,
profit-sharing, and gain sharing.
7/31/2019 Motivation Emp
8/54
Supervisors will likely have limits on the types ofmotivators they can use.
But they can motivate their employees by making workinteresting through such means as
job rotation,
job enlargement,
job enrichment, and
contact with users of the product or service.
7/31/2019 Motivation Emp
9/54
Other ways to motivate include
having high expectations of employees,
providing rewards that are valued, relating rewards to performance,
treating employees as individuals,
encouraging employee participation, and
providing feedback, including praise.
7/31/2019 Motivation Emp
10/54
Relationship between Motivation
and Performance Motivation: Giving people incentives that cause
them to act in desired ways.
The objective of motivating employees is to leadthem to perform in ways that meet the goals of thedepartment and the organization.
Because supervisors are largely evaluated on the
basis of how well their group as a whole performs,motivation is an important skill for supervisors toacquire.
7/31/2019 Motivation Emp
11/54
Employees ultimately decide how they are going toperform or not perform.
A supervisor can influence employees behavior throughthe use of rewards and other incentives.
Supervisors are a significant factor in creating theenvironment in which employees work.
7/31/2019 Motivation Emp
12/54
Flextime: a policy that grants employees some leewayin choosing which eight hours a day or which 40 hoursa week to work.
Job sharing: an arrangement in which two part-timeemployees share the duties of one full-time job.
7/31/2019 Motivation Emp
13/54
Content theories of motivation focus on the contentof the motivator.
Three researchers whose content theories ofmotivation are widely used are
Abraham Maslow,
David McClelland, and
Frederick Herzberg.
7/31/2019 Motivation Emp
14/54
Maslow s Hierarchy of Needs Maslow assumes that what motivates people is
unmet needs.
According to Maslow, the needs that motivatepeople fall into five basic categories:
physiological needs (the most basic need),
security needs,
social needs, esteem needs, and
self-actualization needs (the highest-level need).
7/31/2019 Motivation Emp
15/54
Physiological needs are the ones required for survival.
Security needs involve keeping oneself free from harm.
Social needs are the desire for love, friendship, and
companionship. Esteem needs are the need for self-esteem and the respect of
others.
Self-actualization needs describe the desire to live up to ones fullpotential.
People may be seeking to meet more than one category of needsat a time.
7/31/2019 Motivation Emp
16/54
McClellands Achievement-Power-
Affiliation Theory This motivation theory is based on theassumption that through life experiences, peopledevelop various needs.
The three needs include: (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.
7/31/2019 Motivation Emp
17/54
People have all of these needs to some extent.
The relative strength of the needs influences what will
motivate a person.
7/31/2019 Motivation Emp
18/54
Hertzbergs Two-Factor Theory Employees satisfaction and dissatisfaction stem from
different sources.
Dissatisfaction results from the absence of whatHertzberg calls hygiene factors.
salary
relationship with others
Satisfaction results from the presence ofmotivatingfactors. opportunities
7/31/2019 Motivation Emp
19/54
The supervisor has control of many of the motivatingfactors, including
recognition,
responsibility,
advancement, and
personal growth.
7/31/2019 Motivation Emp
20/54
Process Theories of MotivationAnother way to explain motivation is to look at it as a
process.
Two major process theories are expectancy-valencetheory and reinforcement theory.
7/31/2019 Motivation Emp
21/54
Vroom s Expectancy- Valence
TheoryVictor Vroom assumes that people act as they do tosatisfy needs they feel.
He sets out to explain what determines the intensity ofpeoples motivation.
7/31/2019 Motivation Emp
22/54
He explains that motivation depends on two things:
(1) Valence
the value a person places on the outcome of a particularbehavior.
(2) Expectancy
the perceived probability that the behavior will lead to theoutcome.
7/31/2019 Motivation Emp
23/54
The strength of motivation equals the perceived valueof the outcome times the perceived probability of thebehavior resulting in the outcome.
In other words, people are most motivated to seekresults they value highlyandthink they can achieve.
7/31/2019 Motivation Emp
24/54
This theory is based on employees perceptionsofrewards and whether they are able to achieve thoserewards.
It is important to note that employees may place differentvalues on rewards and their ability to achieve the outcomethan does the supervisor.
Supervisors need to determine from the employees what is
rewarding and what is possible to achieve.
7/31/2019 Motivation Emp
25/54
Skinners Reinforcement Theory B. F. Skinner says that people behave as they dobecause of the kind of consequences they experienceas a result of their behavior.
Broadly speaking, people keep doing things that lead toconsequences they like, and avoid doing things thathave undesirable consequences.
For example, praise feels good, so people tend to do thingsthat get them praised.
7/31/2019 Motivation Emp
26/54
Supervisors can encourage or discourage a particularkind of behavior by the way they respond to thebehavior.
Consequences can be thought of as:
(1) Reinforcement
the desired consequence for behavior.
This term is used to indicate positive consequences fordesired behavior.
This is also used to indicate the outcome for ceasingnegative behavior.
7/31/2019 Motivation Emp
27/54
(2) Punishment
an unpleasant consequence of a behavior a supervisor wants toend.
This is sometimes described as negative reinforcement
7/31/2019 Motivation Emp
28/54
Behavior Modification: The use of reinforcementand punishment to motivate people to behave incertain way.
For long term results, positive reinforcement is moreeffective than punishment.
Punishment can lead to what is called learnedhelplessness.
Employees who are repeatedly punished will eventuallybelieve that they are unable to succeed.
7/31/2019 Motivation Emp
29/54
Supervisors must consider individual differences indesigning rewards.
What motivates one person may not motivate another.
Likewise, not all rewards are under the control of thesupervisor.
Organizational policy, labor contracts, and laws may
dictate what an employee may receive.
7/31/2019 Motivation Emp
30/54
Financial Incentives Some supervisors and other managers assume thatthe main thing employees want out of a job ismoney.
Based on the content theories of motivation, it makes senseto say that money motivates people when it meets theirneeds.
When a person has high financial demands and relatively low
income, money may be a motivator. If an individual is financially comfortable, nonfinancial rewards,
such as a sense of accomplishment, are increasingly important.
7/31/2019 Motivation Emp
31/54
Laffer Curve
Time at Work
$
7/31/2019 Motivation Emp
32/54
Incentive Pay Plans Financial Incentives: Payments for meeting or
exceeding objectives.
7/31/2019 Motivation Emp
33/54
7/31/2019 Motivation Emp
34/54
Piecework system Piecework System: Payment according to the amountproduced.
This system pays people according to how much theyproduce.
Piecework pay systems are usually
based on an individuals performance, but
may be based on the departments overall performance.
It is often used to pay independent contractors, for example,farm workers and independent writers.
7/31/2019 Motivation Emp
35/54
Production bonus system Employees in a production department may receive abasic wage or salary plus a bonus that consists of apayment for units produced.
This method has been used extensively in manufacturing.
It is less common today.
inconsistent with producing quality because it emphasizesquantity
often includes a quality factor where a bonus is paid on goodunits produced
7/31/2019 Motivation Emp
36/54
Commissions In a sales department, employees may earncommissions.
the payment linked to the amount ofsales completed
Most organizations that pay a commission also pay a basicwage or salary.
7/31/2019 Motivation Emp
37/54
Payments for suggestions In companies with suggestion programs, employeesare paid for suggestions for improvements.
Typically, for the employee to receive payment, thesuggestion must be adopted or save some minimumamount of money.
A common practice is for payment to be linked to thesaving realized.
7/31/2019 Motivation Emp
38/54
Group incentive plans The group incentive plan pays a bonus when the groupas a whole exceeds some objective.
For example, a company may pay a bonus when adepartment, sales region, or other work unit meets salesgoals.
The bonus may also depend on meeting organizationalgoals either by itself or in combination with work unit
goals.
7/31/2019 Motivation Emp
39/54
Gain sharingAn extension of the group incentive plan.
The company encourages employees to participate inmaking suggestions and decisions on how to improve
the way the company or work group operates. As performance improves, employees receive a share of
the greater earnings.
Seeks to motivate through financial rewards and
psychological rewards.
7/31/2019 Motivation Emp
40/54
Pay Information In our society money is considered a private matter,
and most people dont talk about what they earn.
Does secrecy help or hurt?
To motivate employees, the organization must let themknow what they hope to earn.
Organizations often publish pay ranges.
7/31/2019 Motivation Emp
41/54
Making work interesting increases the likelihood ofemployees giving work their full attention andenthusiasm.
Some ways to make work more interesting are
job rotation,
job enlargement, and
job enrichment
7/31/2019 Motivation Emp
42/54
Job rotation
Job rotation involves moving employees from job tojob so as to give them more variety.
Job rotation requires that employees have relatively broad
skills.
This means the supervisor and organization must provide forcross-training or training in the skills required to perform morethan one job.
The opportunity to learn new skills can in itself motivateemployees.
7/31/2019 Motivation Emp
43/54
Job enlargement
Job enlargement means that duties are added to a job.
For example, in a factory a machine operator may begiven the added task of setting up the machine.
7/31/2019 Motivation Emp
44/54
Job enrichment
Job enrichment isthe incorporation of motivatingfactors into a job.
The kinds of factors that are considered to enrich a jobare the ones Herzberg called motivators.
Specific factors include
giving employees more responsibility to make decisions,
more recognition for good performance, and
making jobs more challenging.
7/31/2019 Motivation Emp
45/54
7/31/2019 Motivation Emp
46/54
Another way to make work meaningful is to giveemployees some contact with the people who receiveand use their products or services.
Sometimes the supervisor can arrange to have workersvisit the users of the products or services.
7/31/2019 Motivation Emp
47/54
For example, when a user of manufactured products ishaving trouble, a visit from employees may serve twopurposes.
First, employees may be able to help the user of theproduct.
Second, employees will learn and understand moreabout the product from the users point of view.
7/31/2019 Motivation Emp
48/54
The Pygmalion Effect
The Pygmalion effect is the direct relationshipbetween expectations and performance. This is similar to the well-used phrase of self-fulfilling
prophesy. When a supervisor relates the message that he or she does not
expect employees to be able to accomplish a task, it is likely theywont.
However, if the supervisor conveys high expectations, employeesare likely to succeed.
7/31/2019 Motivation Emp
49/54
Providing rewards that are valued is very important.
The content theories of motivation indicate that avariety of rewards may motivate and that not allemployees will value the same rewards at the sametime.
7/31/2019 Motivation Emp
50/54
The supervisors challenge is to determine whatrewards will work for particular employees atparticular times. Although supervisors may not be able to control some
rewards such as wages or benefits,
they have great freedom to administer rewards such as praise andrecognition.
Supervisors may have discretion in job assignments andadditional training opportunities.
7/31/2019 Motivation Emp
51/54
Whatever rewards the supervisor uses, they should berecognized by the employee as linked to performance.
If there is a connection, employees should be aware of it
and understand it.
Linking rewards to the achievement of realisticobjectives is a way to help employees believe they canattain desired rewards.
7/31/2019 Motivation Emp
52/54
If a supervisor is to succeed at motivating, he or shehas to remember that employees will respond invarying ways.
As much as possible the supervisor should respondto individual differences.
Communication with employees is a necessary ingredient inlearning about employees.
Encouraging employees to participate will help the supervisorlearn more about the employee.
People also want to know how they are doing.
7/31/2019 Motivation Emp
53/54
Feedback will provide the employee withinformation to help them move closer toaccomplishing personal, department, and company
goals.
This will also provide the supervisor with anopportunity to praise an employee.
The attention of the supervisor may also bemotivating to the employee whether the feedback ispositive or a corrective action.
7/31/2019 Motivation Emp
54/54
Commissions: Payment linked to the amount ofsales completed.
Commissions may be the only source of pay, such asfor sales personnel who sell real estate, or it may be aportion of an employees pay, such as in a department
store where a small commission is added to wages.