Topic 12
Motivating Employees
Introduction to Business Management
What have you
learnt from the
previous topics?
Learning Outcomes
•Define motivation
•Compare and contrast early theories of motivation
•Compare and contrast contemporary theories of motivation
•Discuss current issues in motivation
What Is Motivation?
Motivation - the process by
which a person’s efforts are
energized, directed, and
sustained toward attaining a
goal.
Theory X - the assumption that employees
dislike work, are lazy, avoid responsibility,
Maslow’s theory that human needs Maslow’s McGregor’s and must be coerced to perform.
physiological, safety, social, esteem, Hierarchy of Theories X Theory Y - the assumption that employees
and self-actualization Needs and Y are creative, enjoy work, seek
responsibility, and can exercise self-
direction.
Motivation-hygiene theory The motivation theory that sites three
the motivation theory that claims that McClelland’
Herzberg’s acquired (non-innate) needs
intrinsic factors are related to job s Three
Two-Factor (achievement, power, and affiliation)
satisfaction and motivation, whereas Needs
Theory as major motives in work.
extrinsic factors are associated with Theory
job dissatisfaction.
Early Theories of Motivation
Maslow’s Hierarchy of Needs Theory (cont.)
• a person’s needs for food, drink, shelter, sexual satisfaction, and other
Physiological needs
physical needs
• a person’s needs for security and protection from physical and
Safety needs
emotional harm
• a person’s needs for affection, belongingness, acceptance, and
Social needs
friendship
• a person’s needs for internal factors (e.g., self-respect, autonomy, and
Esteem needs achievement) and external factors (such as status, recognition, and
attention).
Self-actualization needs • a person’s need to become what he or she is capable of becoming.
Exhibit 16-1: Maslow’s
Hierarchy of Needs
Hygiene factors Motivators
factors that eliminate factors that increase job
job dissatisfaction, but satisfaction and
don’t motivate. motivation.
Herzberg’s Two-Factor Theory (cont.)
Exhibit 16-2: Herzberg’s Two Factor Theory
Exhibit 16-3: Contrasting Views of Satisfaction-
Dissatisfaction
1 2 3
Need for achievement (nAch) Need for power (nPow) Need for affiliation (nAff)
the drive to succeed and excel in the need to make others behave the desire for friendly and close
relation to a set of standards. in a way that they would not interpersonal relationships.
have behaved otherwise.
Three-Needs Theory (McClelland)
Exhibit 16-4: TAT Pictures
Contemporary Theories of Motivation
1 2 3 4
Goal-setting theory Self-efficacy Reinforcement theory Reinforcers
the proposition that an individual’s belief the theory that consequences
specific goals increase that he or she is behavior is a function immediately following
performance and that capable of performing of its consequences. a behavior which
difficult goals, when a task. increase the
accepted, result in probability that the
higher performance behavior will be
than do easy goals. repeated.
Exhibit 16-5: Goal-Setting Theory
Designing Motivating Jobs
Job design - the way tasks are combined to form complete jobs.
the number of different tasks required in a job and the frequency with which those
Job scope tasks are repeated.
Job enlargement the horizontal expansion of a job that occurs as a result of increasing job scope.
the vertical expansion of a job that occurs as a result of additional planning and
Job enrichment evaluation of responsibilities.
Job depth the degree of control employees have over their work.
Job
a framework for analyzing and designing jobs that identifies five primary core job
characteristics dimensions, their interrelationships, and their impact on outcomes.
model (JCM)
Five Core Job Dimensions
1 2 3 4 5
Skill variety Task identity Task significance Autonomy Feedback
the degree to the degree to the degree to the degree to which a the degree to which
job provides carrying out work
which a job which a job which a job has a activities required
requires a requires substantial substantial freedom,
independence, and by a job results in
variety of completion of a impact on the discretion to the the individual’s
activities so that whole and lives or work of individual in reception of direct
an employee can identifiable piece other people. scheduling work and and clear
use a number of of work. information about
determining the
his or her
different skills procedures to be
performance
and talents. used in carrying it effectiveness.
out.
Exhibit 16-6: Job Characteristics Model
Redesigning Job Design Approaches
Relational perspective Proactive perspective High-involvement
of work design of work design work practices
• an approach to job • an approach to job • work practices
design that focuses design in which designed to elicit
on how people’s employees take the greater input or
tasks and jobs are initiative to change involvement from
increasingly based on how their work is workers.
social relationships. performed.
Exhibit 16-7: Guidelines for Job Redesign
Equity theory - the theory that an employee
compares his or her job’s 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.
Equity Theory
Exhibit 16-8: Equity Theory
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.
Expectancy Theory
Expectancy (effort-performance linkage)
• The perceived probability that an
individual’s 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).
Expectancy
Relationships
Valence
• The attractiveness/importance of the
performance reward (outcome) to the
individual.
Exhibit 16-9: Expectancy Model
Current Issues in Motivation
• Cross-Cultural Challenges
• Motivational programs are most applicable in cultures
where individualism and achievement are cultural
characteristics.
• Uncertainty avoidance of some cultures inverts Maslow’s needs
hierarchy.
• The need for achievement (nAch) is lacking in other cultures.
• Collectivist cultures view rewards as “entitlements” to be
distributed based on individual needs, not individual performance.
Exhibit 16-10: Integrating Contemporary
Theories of Motivation
Motivating Unique Groups of Workers
• Motivating a Diverse Workforce
• Motivating a diverse workforce through
flexibility:
• Men desire more autonomy than do
women.
• Women desire learning opportunities,
flexible work schedules, and good
interpersonal relations.
Motivating Unique Groups of Workers
Motivating a Diverse Workforce
Compressed • Longer daily hours, but fewer days
workweek
• Specific weekly hours with varying arrival,
Flexible work departure, lunch and break times around
hours (flextime) certain core hours during which all employees
must be present
Job Sharing • Two or more people split a full-time job
• Employees work from home using computer
Telecommuting
links
Motivating Unique Groups of Workers
• Characteristics of professionals
• Strong and long-term commitment to their field of
Motivating expertise
Professionals • Loyalty is to their profession, not to the employer
• Have the need to regularly update their knowledge
• Don’t define their workweek as 8:00 am to 5:00 pm.
• Opportunity to become a permanent employee
Motivating • Opportunity for training
Contingent Workers
• Equity in compensation and benefits
Motivating Low- • Employee recognition programs
Skilled, Minimum- • Provision of sincere praise
Wage Employees
Designing Appropriate Rewards Programs
Open-book Employee Pay-for-
management recognition performance
a motivational programs programs
approach in programs based
on personal variable
which an
attention and compensation
organization’s
expression of plans that pay
financial
interest, employees on the
statements (the
approval, and basis of some
“books”) are
appreciation for a performance
shared with all
job well done. measure.
employees.
Reminder
Assignment 2
• Motivation • Hygiene factors
• Hierarchy of needs theory • Motivators
Terms to Know
• Physiological needs • Three-needs theory
• Safety needs • Need for achievement
• Social needs (nAch)
• Esteem needs • Need for power (nPow)
• Self-actualization needs • Need for affiliation (nAff)
• Theory X • Goal-setting theory
• Theory Y • Self-efficacy
• Two-factor theory • Reinforcement theory
(motivation-hygiene theory) • Reinforcers
• Job design • Relational perspective of work
Ter •
•
Job scope
Job enlargement
design
• Proactive perspective of work
ms • Job enrichment
design
• High-involvement work practices
•
to •
Job depth
Job characteristics model (JCM)
• Equity theory
• Referents
Kn •
•
Skill variety
Task identity
• Distributive justice
ow • Task significance
• Procedural justice
• Expectancy theory
(co •
•
Autonomy
Feedback
• Open-book management
nt) • Employee recognition programs
