Bachelor of Business

Administration
Bachelor ofProgram
Business
Administration Program

Chapter:11
Chapter:11

Motivating
MotivatingEmployees
Employees
 Motivation
Motivation
• • Has
Hasdifferent
differentmeanings
meaningsfor
fordifferent
differentpeople
people
• • Unclear
Uncleartotoexplain
explain
 Shartle
Shartlesays:
says:
• • “Motivation
“Motivationisisaareported
reportedurge
urgeorortension
tensiontoto
move
moveininaagiven
givendirection
directionorortotoachieve
achieveaa
certain
certaingoal”
goal”
 Another
Anotherdefinition
definitionof
ofmotivation
motivation
• • Internal
Internal& external
& externalfactors that
factors thatstimulate
stimulate
desire
desire& energy in
& energy inpeople
peopletotobebecontinually
continually
interested
interestedandandcommitted
committedtotoa job, role or
a job, role or
subject,
subject,orortotomake
makeananeffort
efforttotoattain
attaina goal.
a goal.
To Motivate Others, You
Need to be Motivated
 Stay Upbeat and Positive
 Laugh it up (Appropriate Humor)
 Be cooperative and approachable
 Practice open communication
 Stay calm
 Be part of the solution, not the problem
 Choose your friends
 Share good news
Finding Personal Motivation
 Take pride (self-importance) in your work
 Practice good time-management skills
 Pat yourself on the back
 Indulge your passion, whether at work or after
hours
 Take classes to indulge your creative side
 Make time for friends
 Do something totally different from your work
 Relax over the weekends
 Take a vacation
 Change your routine, get a different perspective
 Pay attention to your health
 Lead by Example
If you are in a position of authority,
you’re a role model-whether you
want to be or not.
 Your actions and behavior set the
step for others.
People will look to you as the
example of what is expected.
What motivates employees?
Different things motivate different
people
People want to use their talents, skills
and knowledge
People want to do something
rewarding and intrinsically valuable
 REMEMBER!

What motivates you doesn’t

always motivate your staff.
 Balance
All work and no play makes Jack a
grumpy employee.
 Benefits
Money isn’t everything
Insurance
Retirement plan
Incentives
 Communication
It’s not just about what YOU have to say.
Employees have opinions too!
 Corporate Culture
Which culture is good for your company
What’s it like to work for your company?
Recognition and Rewards
Public Recognition
Money
Company Awards Programs
 Responsibility
Learn to Let Go and Delegate
 Teamwork

Collaborating=Success
Training and Promotions
Training=professional growth
 Things That Don’t Motivate

Personal Attacks
Embarrassing
Governing by Fear
Shouldering All Responsibility
(good or bad decision he
is responsible)
Overworking Employees
 COMPONENTS
COMPONENTSOF
OFMOTIVATION
MOTIVATION
• • NEED : A pre-requisite for any motivated
NEED : A pre-requisite for any motivated
behavior,
behavior,which
whichananindividual
individualmust
mustfeel
feel. .It’s
It’saa
group
groupofofgoals
goalsthat
thataaperson
personseeks
seekstotofulfill
fulfillaa
desire.
desire.
 COMPONENTS
COMPONENTSOF
OFMOTIVATION
MOTIVATION
• • DRIVE
DRIVE: :Drives
Driveshave
havebeen
beenthought
thoughtofofasas
internal
internalstates
statesofoftension
tensionthat
thatmotivate
motivate
behavior
behaviortotoreduce
reducethethetension.
tension.
 COMPONENTS
COMPONENTSOF
OFMOTIVATION
MOTIVATION
• • Incentives : incentives are the instruments used in
Incentives : incentives are the instruments used in
inducing
inducingpeople
peoplefor
foraadesired
desiredcourse
courseofofaction.
action.
• • Financial incentives: salary, fringe benefits like
Financial incentives: salary, fringe benefits like
insurance, pension, employee discounts
insurance, pension, employee discounts etc etc
• • Non financial incentives: good supervision, good
Non financial incentives: good supervision, good
working
workingconditions,
conditions,recreational
recreationalplans
plans
AAQuote
Quote
 Motivational Model
Motivational Model
Frustration
incentives (goals not constructive
constructive
Behavior
attained)
Behavior
tension
Goal
Goal Goal
Directed Goal
Directed Achievement
Behavior Achievement
Behavior
ve
Dri

Defensive
Defensive
Behavior
Felt NEED Behavior
Felt NEED

FEEDBACK
FEEDBACK
Actions speak louder than Words
 Come back on time from lunch
 Honor deadlines and commitments
 If something comes up and you can’t attend a
meeting, arrange for someone else to take your
place
 Make sure that you show up for work each day
 Offer to assist when you can
 Show you really care by remembering birthdays,
taking employees out to lunch on occasion, and
regularly thanking them for a job well done
 Explanation
Explanationof
ofmotivation
motivationmodel
model
• • AtAtfirst,
first,aaperson
personfeels
feelsneed
needtotodo
dosomething
something
• • Need
Needdrives
drivesthe
theperson
persontototake
takeaction
action
• • Sometimes
Sometimeshe hehas
hasincentives
incentivesininmind
mind
• • Taking
Takingaction
actionneeds
needssome
someamount
amountofoftension
tension
 Explanation
Explanationof
ofmotivation
motivationmodel
model
• • Tension
Tensionleads
leadstotogoal
goalachievement
achievement
• • IfIfgoals
goalsare
areachieved,
achieved,this
thisleads
leadstotoconstructive
constructive
behavior
behavior
• • Non
Nonachievement
achievementofofgoals
goalsleads
leadstotodefensive
defensive
behavior e.g. withdrawal or aggression
behavior e.g. withdrawal or aggression
 Classical
ClassicalTheory
Theoryof
ofMotivation
Motivation
• • Man
Manisisviewed
viewedprimarily
primarilyasasan
an
“economic
“economicMan”.
Man”.
• • Man
Mancan
canonly
onlybe
bemotivated
motivatedby bymoney.
money.
• • Workers can be effectively motivated by
Workers can be effectively motivated by
monetary
monetaryrewards
rewardsororincentives
incentives
Maslow’s
Maslow’stheory
theoryof
ofhierarchy
hierarchyof
ofneeds
needs
Maslow’s Hierarchy of Needs

8–30
 HERZBERG’s
HERZBERG’stwo
twofactor
factortheory
theory
• There are certain factors which bring
satisfaction and certain factors remove
dissatisfaction
 HERZBERG’s two factor theory
• Factors causing satisfaction are called
satisfiers or motivators e.g. achievement,
recognition, advancement.
 HERZBERG’s two factor theory
• factors eliminating dissatisfaction are called
dissatisfiers or hygiene factors e.g. company
policy, working conditions, salary, relations
with co workers .
 Contrasting Views of
Satisfaction-Dissatisfaction

8–34
Herzberg’s Motivation-Hygiene Theory

8–35
McClelland’s
McClelland’sAchievement
Achievementtheory
theory
• • Individuals
Individualsambition
ambitiontotoachieve
achievesomething
somethingisis
due
duetotospecific
specificmotive
motiveororneed.
need.
• • This
Thisneed
needisisnot
notsomething
something“inborn”
“inborn”but
butititcan
can
be
beacquired
acquiredthrough
throughtraining.
training.
 Theory
Theoryof
ofequilibrium
equilibrium
• • The
Theinducements
inducementsprovided
providedby
bythe
theorganization
organization
must
mustbebekept
keptininequilibrium
equilibriumwith
withthe
the
employee
employeecontributions.
contributions.
• • Equal
Equalwages
wagesforforequal
equalwork.
work.
• • Inducements = contribution
Inducements = contribution
(organization) (employee)
(organization) (employee)
 Equity Theory Relationships
Perceived Employee’s
Ratio Comparison Assessment

*Person A is the employee, and Person B is a relevant other or referent.

8–38
Vroom’s
Vroom’sPreference
PreferenceExpectancy
ExpectancyTheory
Theory
• • ItItsays
saysthat
thatananindividual
individualwill
willact
actininaacertain
certain
way
way
• • based
basedon onthetheexpectation
expectationororbelief
beliefthat
thatthe
theact
act
will
willbe befollowed
followedby byaagiven
givenoutcome
outcome
• • And on attractiveness of that outcome
And on attractiveness of that outcome for the for the
individual
individual
• • ItItisiswritten
writtenasasaaformula
formula
• • Valence*expectancy*instrumentality
Valence*expectancy*instrumentality
Vroom’s
Vroom’sPreference
PreferenceExpectancy
ExpectancyTheory
Theory
 Expectancy Theory (Vroom)
• Expectancy Theory (Vroom)
– A theory of motivation that an individual tends to act in a certain way
(effort), in the expectation that the act will be followed by given
outcome (performance-reward), and according to the attractiveness
of that outcome to the individual.

– Effort-performance
• The perceived probability that exerting a given amount of effort will lead to
performance
– Performance-reward
• The belief that performing at a particular level will lead to the attainment of a
desired outcome
– Attractiveness
• The importance placed on the potential outcome or reward that can be achieved
on the job.

8–41
 work
worksimplification
simplification
• • Reducing
Reducingjobs
jobstototheir
theirbasic
basicactivities
activities
• • Simplification
Simplificationofofjobs
jobsleads
leadstotospecialization
specialization
• • Adam
AdamSmith
Smith,Taylor
,TaylorandandGillberth
Gillberthsuggested
suggested
that
thatdoing
doingsame
samethings
thingsmakes
makesoneonegood
goodatat
doing the job and keeps a person motivated
doing the job and keeps a person motivated
 Job
JobRotation
Rotation
• • Variety
Varietyofoftasks
tasksininperforming
performingaajob
jobmotivates
motivates
the
theemployee.
employee.The Theindividual
individualreceives
receives
knowledge
knowledgeand andjobjobexperience
experienceasaswell.
well.
Think
Thinkabout
aboutitit !!!
!!!