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Ch16 Motivating Employees
Ch16 Motivating Employees
Ch16 Motivating Employees
Motivational theories
Planning Ahead — Chapter 15 Study Questions
Needs
Unfulfilled physiological and psychological
desires of an individual
Explain workplace behavior and attitudes
Create tensions that influence attitudes and
behavior
Good managers and leaders facilitate
employee need satisfaction
Hierarchy of needs
theory
Deficit principle
A satisfied need is not a
motivator of behavior
Progression principle
A need at one level does
not become activated until
the next lower-level need
is satisfied
Management 11e Chapter 15 7
Study Question 1: How do individual needs influence motivation?
ERG theory
Developed by Clayton Alderfer
Three need levels
ERG theory
Any/all needs can influence behavior at one
time
Frustration-regression principle
An already satisfied lower-level need becomes
reactivated when a higher-level need is frustrated
Two-factor theory
Developed by Frederick Herzberg
Hygiene factors:
Elements of the job context
Sources of job dissatisfaction
Satisfier factors:
Elements of the job content
Sources of job satisfaction and motivation
Equity theory
Developed by J. Stacy Adams
When people believe that they have been
treated unfairly in comparison to others, they
try to eliminate the discomfort and restore a
perceived sense of equity to the situation
Perceived inequity
Perceived equity
Equity theory
People respond to perceived negative
inequity by changing …
Work inputs
Rewards received
Comparison points
Situation
Expectancy theory
Developed by Victor Vroom
Key expectancy theory variables:
Expectancy — belief that working hard will result
in desired level of performance
Instrumentality — belief that successful
performance will be followed by rewards
Valence — value a person assigns to rewards
and other work related outcomes
Expectancy theory
Motivation (M), expectancy (E), instrumentality
(I), and valence (V) are related to one another in
a multiplicative fashion:
Goal-setting theory
Developed by Edwin Locke
Properly set and well-managed task goals
can be highly motivating
Motivational effects of task goals:
Provide direction to people in their work
Clarify performance expectations
Establish a frame of reference for feedback
Provide a foundation for behavioral self-
management
Management 11e Chapter 15 27
Study Question 2: What are the process theories of motivation?
Goal-setting theory
Participation in goal setting
unlocks the motivational potential of goal setting
management by objectives (MBO) promotes
participation
when participation is not possible, workers will
respond positively if supervisory trust and support
exist
Self-Efficacy Theory
a person’s belief that he or she is capable of
performing a task
Capability directly affects motivation
higher self-efficacy will have higher expectancy
self-efficacy is linked to performance goal setting
Self-Efficacy Theory
Enactive mastery
person gains confidence through positive experience
Vicarious modeling
learning by observing others
Verbal persuasion
encouragement from others that one can perform a task
Emotional arousal
high stimulation or energy to perform well in a situation
Operant conditioning:
Developed by B.F. Skinner
Applies law of effect to control behavior by
manipulating its consequences
Schedules of reinforcement:
Continuous reinforcement administers a reward each
time a desired behavior occurs
Intermittent reinforcement rewards behavior only
periodically
Acquisition of behavior is quicker with continuous
reinforcement
Behavior acquired under an intermittent schedule is
more permanent
Shaping is the creation of a new behavior by positive
reinforcement of successive approximations to it
Management 11e Chapter 15 38
Study Question 3: What role does reinforcement play in motivation?
Job
A collection of tasks performed in support of
organizational objectives
Job design
The process of creating or defining jobs by
assigning specific work tasks to individuals
and groups
Jobs should be designed so that both
performance and satisfaction result
Management 11e Chapter 15 41
Study Question 4: What is the link between job design and
motivation?
Job simplification
Standardizing work procedures and
employing people in well-defined and highly
specialized tasks
Simplified jobs are narrow in job scope and
low in job depth
Automation
Total mechanization of a job
Most extreme form of job simplification
Job enrichment
Building more opportunities for satisfaction
into a job by expanding its content
Increases job depth by adding work planning
duties normally performed by a supervisor
50
Study Question 4: What is the link between job design and
motivation?
Compressed workweek
Allows a full-time job to be completed in less
than the standard 5 days of 8-hour shifts
Benefits — more leisure time, lower commuting
costs, lower absenteeism, and potentially
improved performance
Disadvantages — increased fatigue, family
adjustment problems, increased scheduling
problems, possible customer complaints, and
union opposition
Job sharing
One full-time job is split between two or more
persons
Work sharing
An agreement between employees to cut
back their work hours to avoid layoffs or
termination
Telecommuting
A work arrangement that allows a portion of
scheduled work hours to be completed
outside of the office
Hoteling
Virtual offices
Contingency workers
Part-time workers who supplement the full-
time workforce, often on a long-term basis
Part-time work
Work done on any schedule less than the
standard 40-hour workweek and does not
qualify person as a full-time employee
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