Chapter 12 Motivating Employees

1
Chapter 12Motivating Employees
2
CATEGORIES OF MOTIVATION THEORIES

• Content Theories
• Concerned with WHAT people need or want
• Process Theories
• Concerned with HOW people think and behave to get
  what they want
• Reinforcement Theories
• Concerned with the effects of REWARDS upon
  motivated behavior
• (Some consider it a Process Theory)

3
CONTENT THEORIES

• Hierarchy of Needs Theory
• Maslow
• Alderfer
• Two-Factor Theory
• Herzberg
• Acquired Needs Theory
• McClelland

4
MASLOWS HIERARCHY OF NEEDS (from lowest to
highest)

• Physiological
• Safety (Security)
• Belongingness (Social)
• Esteem
• Self-Actualization

5
ALDERFERS ERG THEORY

• Existence
• Relatedness
• Growth

6
FRUSTRATION-REGRESSION PRINCIPLE (ERG Theory)

• Failure to meet a higher-order need may trigger a
  regression to an already fulfilled lower-order
  need
• Example Worker who cannot fulfill a need for
  personal growth may redirect efforts toward
  making money.

7
HERZBERGS TWO-FACTOR THEORY

• Hygiene Factors (mostly extrinsic, e.g., a nice
  office)
• Influence Dissatisfaction
• (The best Hygiene Factors can provide is No
  Dissatisfaction They dont motivate.)
• Motivators (mostly intrinsic, e.g., enjoyment of
  work responsibility, etc.)
• Influence Satisfaction

8
McCLELLANDS ACQUIRED NEEDS - Successful Top
Executives

• NEED LEVEL (Hi, Mod., Lo?)
• Achievement Moderate
• Affiliation Low
• Power High

9
APPLICATIONS OF CONTENT THEORIES

• Job Enrichment
• Flexible Work Schedules

10
PROCESS THEORIES

• Goal-Setting Theory
• Equity Theory
• Expectancy Theory

11
GOAL-SETTING THEORY

• Assumes having clear goals increases motivation
• Challenges and Feedback are especially important

12
EQUITY THEORY

• Unique in viewing motivation as affected by
  Comparisons to other people.
• We dont necessarily expect to get the same
  rewards as others, but we expect the Ratio of our
  Outcome to Input to be equivalent to that of
  others.
• We are Motivated to correct inequity.

13
DEALING WITH INEQUITY

• Change your Input
• Change your Outcome
• Distort (Change) your Perceptions
• (of either input or outcome of you or the
  comparison person)
• Leave the Job
• Change Comparison Persons

14
EXPECTANCY THEORY

• Analyzes the parts of the Motivation Process that
  the Leader must attend to (c.f., Path-Goal
  Theory)
• Has the greatest Breadth of popular motivation
  theories

15
EXPECTANCY THEORY CONCEPTS

• EXPECTANCY
• Effort-Performance Relationship (E-P)
• (The most Unique feature of the theory)
• INSTRUMENTALITY
• Performance-Outcome Relationship (P-O)
• VALENCE
• Value of Reward
• If any of the three equal Zero, then there is No
  Motivation.

16
MAJOR ELEMENTS OF REINFORCEMENT THEORY

• Stimulus
• Supervisor requests faster work
• Response
• Employee increases or decreases speed or does
  nothing
• Consequence
• Positive Reinforcement, Negative Reinf.
  (Avoidance), Extinction, Punishment

17
BEHAVIORAL CONSEQUENCES

• Positive Reinforcement
• Receive desirable outcome (Money)
• Negative Reinforcement
• Avoid undesirable outcome (Prevent reprimand)
• Extinction
• Lack of reinforcement (Behavior ignored)
• Punishment
• Undesirable outcome occurs (Get fired)

18
SCHEDULES OF REINFORCEMENT

• Fixed-Interval
• Variable-Interval
• Fixed-Ratio
• Variable-Ratio
• The less predictable Reinforcement was in the
  past, the more difficult behavior is to
  extinguish (Resistance to Extinction)

• --Partial (Intermittent) Schedules are more
  resistant than Continuous (100)
• --Variable Schedules are more resistant than
  Fixed

19
APPLICATIONS OF REINFORCEMENT THEORY

• Organizational Behavior Modification (OB MOD)
• Pay for Performance (Merit Pay)
• Gain Sharing
• Employee Stock Ownership Plans (ESOPs)
• Lump-Sum Bonuses
• Pay for Knowledge

20
Minimizing Reward Problems

• Measure performance accurately
• Give team rewards for interdependent jobs
• Ensure that rewards are valued
• Beware of unintended consequences

21
Some Rewards Lower-Level Managers May Control

• Recognition, such as letters of appreciation
• Invitations to coffee or lunch
• Recommendations for pay increases or promotions
• Time off
• Desirable work assignments

22
Job Simplification

• Pursues efficiency by reducing the number of
  tasks one person must do
• (However, workers dislike routine and boring
  jobs.)

23
Job Rotation

• Systematically moves employees from one job to
  another.
• (However, skill level is unchanged.)

24
Job Enlargement

• Combines a series of tasks into one new, broader
  job.

25
Job Enrichment

• Incorporates high-level motivators into the work.

26
Job Characteristics Model
Critical Psychological States
Core Job Characteristics
Outcomes
Work motivation Growth satisfaction General sati
sfaction Work effectiveness
27
Implementing Job Enrichment

• Training is typically needed
• Short-term performance declines are normal
• Dangers in Job Enrichment
• Some people have low Growth Need Strength
• Employees may expect higher pay

28
MAJOR IMPLICATIONS OF MOTIVATION THEORIES

• Set Challenging, but Attainable Goals
• Train and Encourage People
• Provide Valued Extrinsic and Intrinsic Rewards
• Recognize Individual Differences
• Watch for Changes in an Individuals Motives
• Use Mainly Positive Reinforcement
• Distribute Rewards Equitably