Motivating Office Employees

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Chapter 10
Motivating Office Employees
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Motivation is Affected by a Number of Basic Human
Traits
Ability
Interests
Aptitude
Emotions
Perceptions
Needs
Self-confidence
Personality
Values
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Ability-determines how capable an individual is
to carry out designated job duties.
Aptitude-determines ones potential
for performing specific tasks.
Perceptions-involves how one views his or her
world.
Self-concept-involves how one perceives himself
or herself.
Values-are a significant determinant of how one
behaves.
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Interests-are a significant determinant of
how one views his or her job.
Emotions-involves ones feelings about something.
Needs-involves ones motivation to attain certain
goals.
Personality-involves ones openness, level of
aggression, level of patience, and level
of cooperation.
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Motivational Process
A persons behavior is a response to stimuli
associated with an inner state of disequilibrium
resulting from a need, desire, or expectancy.
Disequilibrium state is accompanied by
anticipation and produces behavior or actions
directed toward goal attainment.
Individual anticipates that goal achievement
will produce a satisfying experience, which will
restore equilibrium.
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Theories of Motivation
Hierarchy of Needs Theory
Motivation-Hygiene Theory
Needs Theory
Equity Theory
Expectancy Theory
Reinforcement Theory
Job Characteristics Theory
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Hierarchy of Needs Theory
Developed by A. H. Maslow.
Human needs exist at 5 basic levels (in order).
Physiological needs
Safety needs
Belonging and love needs
Esteem needs
Self-actualization needs
Higher level needs are unimportant until lower
level needs are satisfied.
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Physiological Needs
Include food, water, oxygen, rest, muscular
activity, and freedom from extreme danger.
Safety Needs
Include clothing, shelter, and freedom from
physical danger, as well as job security
and fringe benefits for employed individuals.
Belonging and Love Needs
Include the need for belonging to a group,
need for companionship, need for love or
affection, and need for socializing.
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Esteem Needs
Include self-esteem and esteem of others.
Self-esteem
Includes desire for achievement, self-respect,
confidence, mastery.
Includes recognition, attention, prestige, status.
Esteem of others
Self-actualization Needs
Refer to ones desire to achieve
maximum potential, or to become what one
is capable of becoming.
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Motivation-Hygiene Theory
Developed by Frederick Herzberg.
Based on motivators and hygiene factors.
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Motivators
Factors that produce positive attitudes or job
satisfaction however, their absence does not
necessarily produce job dissatisfaction.
Achievement
Responsibility
Recognition
Advancement
Work itself
Growth
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Factors that produce job dissatisfaction
however, their presence at expected levels does
not produce job satisfaction.
Hygiene Factors
Company policy and administration
Interpersonal relations
Personal life
Supervisors and relationships with
supervisors
Relationship with subordinates
Status
Working conditions
Security
Salary
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Needs Theory
Developed by David McClelland.
Findings
1. Individuals with high need for achievement
willingly accept responsibility for their
work and actions.
2. Individuals with high need for power,
desire to control other people and have a
strong influence on the behavior of others.
3. Individuals with a high need for
affiliation tend to be socially interactive.
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Equity Theory
Motivation results from an individuals desire
to reduce feelings of inequity that result when
he or she finds
1. An imbalance in the ratio between his or her
input and outcome.
2. An imbalance when comparing his or her
input-outcome ratio with that of others.
Employees react to imbalance ratio by
1. Altering their input level.
2. Altering their outcome expectation.
3. Changing the base of their input-outcome
expectation.
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Expectancy Theory
Developed by Victor Vroom.
Theory states that the stronger the perceived
relationship between effort and outcome, the
higher the employee motivation will be.
Motivation occurs when these conditions are
present
1. The employee believes that additional effort
will be worthwhile.
2. The employee believes that higher perform-
ance will result in greater outcomes or rewards.
3. The employee places a high value on the
outcomes or reward.
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Reinforcement Theory (1 or 2)
Developed by B. F. Skinner.
Motivation is a function of the consequences of
behavior.
Behavior that is reinforced tends to be
repeated nonreinforced behavior tends not
to be repeated.
Uses positive reinforcement, which is designed
to increase the strength or frequency of
desired behavior by positively reinforcing
each occur- rence of desired behavior.
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Reinforcement Theory (2 of 2)
Uses two types of rewards
Reward is linked to a specific incident of an
employees previous behavior.
Contingent Reward
Reward is not linked to specific incident of
an employees behavior.
Noncontingent Reward
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Job Characteristics Theory (1 of 2)
Developed by Richard Hackman and Greg Oldham.
Indicates that jobs will be more motivational
when they are comprised of Skill
variety. Task identity. Task significance. Auto
nomy. Feedback.
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Job Characteristics Theory (2 of 2)
When the core characteristics are in place,
then employee performance will be affected
by Meaningful outcome. Responsibility. Knowled
ge of results.
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Are an important component of the process of
motivating employees.
Goals
Employees without goals often lack motivation.
Attributes of goals
Concreteness of goals
Feedback on goal attainment
Probability of goal attainment
Participation in setting goals
Amount of dedication in goal attainment
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Values are an important component of motivation,
and may change from time to time.
Employees Values
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Contemporary Employees Desires
1. Having achievement recognized by the
organization.
2. More leisure time.
3. Having rewards related to job performance.
4. Work that is challenging and worthwhile.
5. Participating in decisions about things that
affect them.
6. Effective communication from management.
7. Job-related growth opportunities.
8. Increased job creativity.
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Techniques Used to Motivate Employees
Job enrichment
Job sharing
Team building
Employee participation
Self-management work teams
Management by objectives
Flextime
Gain sharing
Incentives
Supervisor-subordinate collaboration
Telecommuting
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Often results when employees are unable to
succeed in goal attainment.
Frustration
Frustration is exhibited in several ways
1. Selecting alternative goals they can
accomplish.
2. Becoming aggressive.
3. Becoming anxious.
4. Developing a defense mechanism.
5. Taking corrective action.