Because learning changes everything.

CHAPTER 12
MOTIVATING EMPLOYEES
Achieving Superior
Performance in the
Workplace

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 LEARNING OBJECTIVES

12-1 Explain the role of motivation in accomplishing goals.

12-2 Identify the needs that motivate most employees.
12-3 Discuss similarities and differences among three
process theories.
12-4 Compare different ways to design jobs.
12-5 Discuss how to use four types of behavior
modification.
12-6 Discuss the role of compensation in motivating
employees.
12-7 Describe how to develop the career readiness
competency of self-motivation.

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 MANAGING FOR MOTIVATION: BUILDING YOUR OWN
MOTIVATION

• Reframe your reason.

• Be realistic.
• Set interim goals.
• Celebrate ongoing achievements.
• Hold yourself accountable.
• Envision success.
• Create a “brag book.”

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 MOTIVATING FOR PERFORMANCE

Motivation: What It Is, Why It’s Important

The Four Major Perspectives on Motivation: An

Overview

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 MOTIVATION: WHAT IT IS, WHY IT’S IMPORTANT

What Is Motivation and How Does It Work?

Why Is Motivation Important?
Motivation is complex.
• It is the result of multiple personal and contextual
factor.

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 FIGURE 12.1 AN INTEGRATED MODEL OF MOTIVATION

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 FIGURE 12.2 A SIMPLE MODEL OF MOTIVATION

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 THE FOUR MAJOR PERSPECTIVES ON MOTIVATION: AN
OVERVIEW

The four perspectives on motivation:

• Content
• Process
• Job design
• Reinforcement

No single theory accepted by everyone as to what

motivates people.

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 CONTENT PERSPECTIVES ON EMPLOYEE MOTIVATION

Maslow’s Hierarchy of Needs Theory: Five Levels

McClelland’s Acquired Needs Theory: Achievement,

Affiliation, and Power

Deci and Ryan’s Self-Determination Theory:

Competence, Autonomy, and Relatedness

Herzberg’s Two-Factor Theory: From Dissatisfying

Factors to Satisfying Factors

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 FIGURE 12.3 MASLOW’S HIERARCHY OF NEEDS THEORY: FIVE
LEVELS

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 MCCLELLAND’S ACQUIRED NEEDS THEORY: ACHIEVEMENT,
AFFILIATION, AND POWER

The Three Needs:

1. Need for achievement
2. Need for affiliation
3. Need for power

Using Acquired Needs Theory to Motivate

Employees

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 FIGURE 12.4
MCCLELLAND’
S THREE
NEEDS

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 DECI AND RYAN’S SELF-DETERMINATION
THEORY: COMPETENCE, AUTONOMY, AND
RELATEDNESS
• Focus on Intrinsic Motivation
• The Three Innate Needs
• Using Self-Determination Theory to Motivate
Employees

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 HERZBERG’S TWO-FACTOR THEORY:
FROM DISSATISFYING FACTORS TO
SATISFYING FACTORS
• Hygiene Factors versus Motivating Factors
• Using Two-Factor Theory to Motivate Employees

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 FIGURE 12.5 HERZBERG’S TWO-FACTOR THEORY:
SATISFACTION VERSUS DISSATISFACTION

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 FIGURE 12.6 A COMPARISON OF THE CONTENT
THEORIES
A comparison of needs and satisfaction theories: Maslow hierarchy of needs, McClelland acquired
needs, Deci and Ryan self-determination, and Herzberg two-factor.

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 PROCESS PERSPECTIVES ON EMPLOYEE MOTIVATION

Equity/Justice Theory: How Fairly Do You Think

You’re Being Treated in Relation to Others?

Expectancy Theory: How Much Do You Want and

How Likely Are You to Get It?

Goal-Setting Theory: Objectives Should Be Specific

and Challenging but Achievable

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 EQUITY/JUSTICE THEORY: HOW FAIRLY DO YOU
THINK YOU’RE BEING TREATED IN RELATION TO
OTHERS?

• The Elements of Equity Theory: Comparing Your

Inputs and Outputs with Those of Others
• Using Equity Theory to Motivate Employees
• The Elements of Justice Theory: Distributive,
Procedural, and Interactional
• Using Equity and Justice Theories to Motivate
Employees

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 FIGURE 12.7
EQUITY/JUSTICE
THEORY: HOW
FAIRLY DO YOU
THINK YOU’RE
BEING TREATED IN
RELATION TO
OTHERS?

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 EXPECTANCY THEORY: HOW MUCH DO
YOU WANT AND HOW LIKELY ARE YOU
TO GET IT?
• The Three Elements: Expectancy, Instrumentality,
and Valence
• Using Expectancy Theory to Motivate Employees

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 FIGURE 12.8 EXPECTANCY THEORY: HOW
MUCH DO YOU WANT AND HOW LIKELY ARE
YOU TO GET IT?

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 GOAL-SETTING THEORY: OBJECTIVES SHOULD BE
SPECIFIC AND CHALLENGING BUT ACHIEVABLE

• The Four Motivational Mechanisms of Goal-

Setting Theory
• Stretch Goals
• Two Types of Goal Orientations
• Some Practical Results of Goal-Setting Theory

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 JOB DESIGN PERSPECTIVES ON MOTIVATION

Fitting People to Jobs

Fitting Jobs to People

The Job Characteristics Model: Five Job Attributes

for Better Work Outcomes

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 FITTING PEOPLE TO JOBS

• Fitting people to jobs is based on the assumption

that people will gradually adapt to any work
situation.
• One technique is scientific management, the
process of reducing the number of tasks a worker
performs.
• When a job is stripped down to its simplest
elements, it enables a worker to focus on doing
more of the same task, thus increasing employee
efficiency and productivity.

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 FITTING JOBS TO PEOPLE

• Job Enlargement: Putting More Variety into a Job

• Job Enrichment: Putting More Responsibility and
Other Motivating Factors into a Job

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 THE JOB CHARACTERISTICS MODEL: FIVE JOB
ATTRIBUTES FOR BETTER WORK OUTCOMES

• Five Job Characteristics

• How the Model Works
• Applying the Job Characteristics Model

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 REINFORCEMENT PERSPECTIVES ON MOTIVATION

The Four Types of Behavior Modification: Positive

Reinforcement, Negative Reinforcement, Extinction, and
Punishment

Using Behavior Modification to Motivate Employees

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 THE FOUR TYPES OF BEHAVIOR MODIFICATION

• Positive Reinforcement: Strengthens Behavior

• Negative Reinforcement: Also Strengthens
Behavior
• Extinction: Weakens Behavior
• Punishment: Also Weakens Behavior

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 FIGURE 12.10 THE FOUR TYPES OF BEHAVIOR MODIFICATION

These are
different
ways of
changing
employee
behavior.

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 USING BEHAVIOR MODIFICATION TO MOTIVATE EMPLOYEES

• Positive Reinforcement
• Punishment

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 USING REWARDS TO MOTIVATE: IN SEARCH OF THE POSITIVE
WORK ENVIRONMENT

Is Money the Best Motivator?

Motivation and Compensation

Nonmonetary Ways of Motivating Employees

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 IS MONEY THE BEST MOTIVATOR?

• Whatever happened to good old money as a

motivator?
• For working parents, flexibility may be more
important than salary.
• A 2019 Jobvite survey found that career growth
opportunities were more important to job seekers
than salary and benefits.
• Clearly, then, motivating doesn’t just involve
money.

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 MOTIVATION AND COMPENSATION

• Characteristics of the Best Incentive

Compensation Plans
• Popular Incentive Compensation Plans

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 NONMONETARY WAYS OF MOTIVATING EMPLOYEES

• The Need for Work–Life Balance

• The Need for Personal Growth
• The Need for a Positive Work Environment
• The Need for Meaningful Work

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 CAREER CORNER: MANAGING YOUR CAREER READINESS

• The Self-Management Process

• Recharging

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 CAREER CORNER: MODEL OF CAREER READINESS

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 End of Main Content

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No reproduction or further distribution permitted without the prior written consent of McGraw Hill.

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