Motivating

Employees
 Learning Objectives

1. Define motivation.
2. Compare and contrast early theories of motivation.
3. Compare and contrast contemporary theories of
motivation.
Develop your skill at motivating employees.
4. Discuss current issues in motivation.

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 What Is Motivation?
Effective managers who get employees to put
forth maximum effort know how and why
those employees are motivated and tailor
motivational practices to satisfy their needs
and wants.

Would you ever have thought that a job title

might be motivating?
Have you ever thought about to how to
motivate someone?

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 What Is Motivation?

Motivation the process by which a

persons efforts are energized, directed, and
sustained toward attaining a goal.
energy is a measure of intensity, drive, and vigor
effort is channeled in a direction that benefits the
organization
we want employees to persist in putting forth
effort

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 Early Theories of Motivation

Maslows Hierarchy of Needs

McGregors Theories X and Y
Herzbergs Two-Factor Theory
McClellands Three Needs Theory

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 Maslows Hierarchy of Needs Theory

Hierarchy of needs theory Maslow

was a psychologist who proposed that
within every person is a hierarchy of five
needs
Maslows theory that human need
physiological, safety, social, esteem, and
self-actualizationform a sort of
hierarchy.

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 Exhibit 1
Maslows Hierarchy of Needs

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 Maslows Hierarchy of Needs Theory
(cont.)

Physiological needs a persons needs for

food, drink, shelter, sexual satisfaction, and
other physical needs.
Safety needs a persons needs for security
and protection from physical and emotional
harm.
Social needs a persons needs for affection,
belongingness, acceptance, and friendship.

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 Maslows Hierarchy of Needs Theory
(cont.)

Esteem needs a persons needs for internal

factors (e.g., self-respect, autonomy, and
achievement) and external factors (such as
status, recognition, and attention).
Self-actualization needs a persons need to
become what he or she is capable of becoming.

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 Intel managers understand employee needs and their impact on motivation. The
company helps satisfy the social needs of its young workforce in Vietnam, where
more than half of the population is under the age of 25. Intel provides
opportunities for its young employees, who love American culture, to have fun
with their coworkers during work breaks as ways to satisfy their needs for
belongingness and friendship. Recognizing that its employees are eager to learn
western ways of doing business and have a strong drive for self-development
and achievement, Intel offers them training programs for personal growth and
career development to satisfy their esteem and self actualization needs.
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 Maslows argument
Maslow argued that each level in the needs
hierarchy must be substantially satisfied before
the next need becomes dominant.
An individual moves up the needs hierarchy
from one level to the next.
Maslow separated the five needs into higher and
lower levels.
Physiological and safety needs were
considered lower-order needs;
social, esteem, and self-actualization needs
were considered higher-order needs.
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 How does Maslows theory
explain motivation?
Managers using Maslows hierarchy to motivate
employees do things to satisfy employees
needs.
The theory also says that once a need is
substantially satisfied, an individual is no longer
motivated to satisfy that need.
Therefore, to motivate someone, you need to
understand what need level that person is on in
the hierarchy and focus on satisfying needs at or
above that level.

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 Exhibit 16-1
Maslows Hierarchy of Needs

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 McGregors Theory X and Theory Y

Douglas McGregor is best known for proposing

two assumptions about human nature: Theory X
and Theory Y
Theory X is a negative view of people that
assumes workers have little ambition, dislike
work, want to avoid responsibility, and need to
be closely controlled to work effectively
Theory Y is a positive view that assumes
employees enjoy work, seek out and accept
responsibility, and exercise self-direction.

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 McGregor believe

Theory Y assumptions should guide

management practice and proposed that
participation in decision making,
responsible and challenging jobs, and
good group relations would maximize
employee motivation.

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 Herzbergs Two-Factor Theory

Two-factor theory (motivation-hygiene theory)

the motivation theory that claims that intrinsic factors
are related to job satisfaction and motivation,
whereas extrinsic factors are associated with job
dissatisfaction.
Herzberg wanted to know when people felt
exceptionally good (satisfied) or bad (dissatisfied)
about their jobs.
Certain characteristics were consistently related to
job satisfaction (factors on the left side of the
exhibit), and others to job dissatisfaction (factors on
the right side).

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 Exhibit 2
Herzbergs Two Factor Theory

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 Herzbergs Two-Factor Theory (cont.)

When people felt good about their work, they tended to

cite
Intrinsic factors (Motivators) arising from the job
itself such as achievement, recognition, and
responsibility.
When they were dissatisfied, they tended to cite
Extrinsic factors (Hygiene) arising from the job
context such as company policy and administration,
supervision, interpersonal relationships, and working
conditions.

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 Exhibit 3
Contrasting Views of Satisfaction
Dissatisfaction

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 Herzbergs Two-Factor Theory (cont.)

Herzberg proposed that a dual continuum existed:

The opposite of satisfaction is no satisfaction,
and the opposite of dissatisfaction is no
dissatisfaction. managers who sought to
eliminate
factors that created job dissatisfaction could keep
people from being dissatisfied but not necessarily
motivate them.
To motivate people, Herzberg suggested
emphasizing motivators, the intrinsic factors
having to do with the job itself
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 Three-Needs Theory

Three-needs theory the motivation theory

that sites three acquired (non-innate) needs
(achievement, power, and affiliation) as major
motives in work.
Need for achievement (nAch) the drive to
succeed and excel in relation to a set of
standards.

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 Three-Needs Theory (cont.)

Need for power (nPow) the need to make

others behave in a way that they would not
have behaved otherwise.

Need for affiliation (nAff) the desire for

friendly and close interpersonal relationships.

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 Exhibit 4
TAT Pictures Source

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 Contemporary Theories of Motivation

Goal-setting theory the proposition that

specific goals increase performance and that
difficult goals, when accepted, result in higher
performance than do easy goals.
Self-efficacy an individuals belief that he or
she is capable of performing a task.

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 Exhibit 5
Goal-Setting Theory

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 Reinforcement Theory

Reinforcement theory the theory that

behavior is a function of its consequences.
Reinforcers consequences immediately
following a behavior which increase the
probability that the behavior will be repeated.

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 Designing Motivating Jobs

Job design the way tasks are combined to

form complete jobs.
Job scope the number of different tasks
required in a job and the frequency with
which those tasks are repeated.
Job enlargement the horizontal
expansion of a job that occurs as a result of
increasing job scope.

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 Designing Motivating Jobs (cont.)

Job enrichment the vertical expansion of a

job that occurs as a result of additional planning
and evaluation of responsibilities.
Job depth the degree of control employees
have over their work.
Job characteristics model (JCM) a
framework for analyzing and designing jobs that
identifies five primary core job dimensions, their
interrelationships, and their impact on
outcomes.

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 Equity Theory

Equity theory the theory that an employee

compares his or her jobs input-outcome ratio with that
of relevant others and then corrects any inequity.
Referents the persons, systems, or selves against
which individuals compare themselves to assess equity.
Distributive justice perceived fairness of the amount
and allocation of rewards among individuals.

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 Equity Theory (cont.)

Procedural justice perceived fairness of the

process used to determine the distribution of
rewards.

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 Exhibit 6
Equity Theory

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 Expectancy Theory

Expectancy theory the theory that an

individual tends to act in a certain way based on
the expectation that the act will be followed by a
given outcome and on the attractiveness of that
outcome to the individual.

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 Expectancy Theory (cont.)

Expectancy Relationships
Expectancy (effort-performance linkage)
The perceived probability that an individuals effort will result
in a certain level of performance.
Instrumentality
The perception that a particular level of performance will
result in attaining a desired outcome (reward).
Valence
The attractiveness/importance of the performance reward
(outcome) to the individual.

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 Exhibit 7
Expectancy Model

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 Exhibit 16-9
Integrating Contemporary Theories of
Motivation

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 Designing Appropriate Rewards
Programs
Open-book management a motivational approach in
which an organizations financial statements (the
books) are shared with all employees.
Employee recognition programs programs based on
personal attention and expression of interest, approval,
and appreciation for a job well done.
Pay-for-performance programs variable
compensation plans that pay employees on the basis of
some performance measure.

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 Review Learning objective 1

Define motivation.
Motivation is the process by which a persons
efforts are energized, directed, and sustained
toward attaining a goal.
The energy element is a measure of intensity,
drive, or vigor.
The high level of effort needs to be directed in
ways that help the organization achieve its goals.
Employees must persist in putting forth effort to
achieve those goals.

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 Review Learning objective 2

Compare and contrast early theories of

motivation.
In Maslows hierarchy, individuals move up the
hierarchy of five needs (physiological, safety,
social, esteem, and self-actualization).
A Theory X manager believes people dont like to
work or wont seek out responsibility. A Theory Y
manager assumes people like to work and seek
out responsibility, so they will exercise self-
motivation and self-direction.

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 Review Learning objective 2 (cont.)

Herzbergs theory proposed that intrinsic factors

associated with job satisfaction were what
motivated people. Extrinsic factors associated with
job dissatisfaction simply kept people from being
dissatisfied.
Three-needs theory proposed three acquired needs
that are major motives in work: need for
achievement, need for affiliation, and need for
power.

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 Review Learning objective 3

Compare and contrast contemporary

theories of motivation.
Goal-setting theory says that specific goals increase
performance, and difficult goals, when accepted,
result in higher performance than easy goals.
Reinforcement theory says that behavior is a function
of its consequences.
Job enlargement involves horizontally expanding job
scope.

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 Review Learning objective 3 (cont.)

Job enrichment vertically expands job depth by

giving employees more control over their work.
The job characteristics model says five core job
dimensions (skill variety, task identity, task
significance, autonomy, and feedback) are used to
design motivating jobs.

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 Review Learning objective 3 (cont.)

Expectancy theory says an individual tends to

act in a certain way based on the expectation
that the act will be followed by a desired
outcome.
Equity theory focuses on how employees
compare their inputsoutcomes ratios to
relevant others ratios.

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 Review Learning objective 4

Discuss current issues in motivation.

Managers must cope with four current motivation
issues:
motivating in tough economic circumstances
managing cross-cultural challenges
motivating unique groups of workers
designing appropriate rewards programs

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