Motivation

Motivation
 One secret for success in
organizations is motivated and
enthusiastic employees
 With such a diverse workforce, it is
a challenge for managers to
motivate employees toward
common organizational goals

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 Motivation

 Arousal, direction, and persistence of

behavior
 Employee motivation affects productivity
 Part of a manager’s job is to channel
motivation toward the accomplishment of
organizational goals

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 Two Types of Rewards

 Intrinsic rewards--satisfactions a person

receives in the process of performing a
particular action.
 Extrinsic rewards--given by another person.

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 Model of Motivation

NEED-Creates desire to fulfill BEHAVIOR- REWARDS-Satisfy

needs (food, friendship, Results in actions needs; intrinsic or
recognition, achievement). to fulfill needs. extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was

appropriate and should be used again.

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 Foundations of Motivation
• content theories stress the analysis of
underlying human need
• process theories concern the thought
processes that influence behavior
• reinforcement theories focus on employee
Contemporary learning of desired work behaviors

• introduce the concept of the whole person

Human Resources • employees are complex and motivated by
many factors

• noneconomic rewards, such as congenial

Human Relations work groups
• workers studied as people and the concept
of social man was born

•systematic analysis of an employee’s job

Traditional •economic rewards for high performance
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 Motivation Content Theories
Emphasize the needs that motivate people

 Hierarchy of Needs Theory

 ERG Theory
 Two-Factor Theory
 Acquired Needs Theory

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 Hierarchy of Needs
Theory

Abraham Maslow
Self-Actualization
Needs Human beings are
represent the need for motivated by a
self-fulfillment hierarchy of
unsatisfied needs.
Esteem Needs
desire for a positive self-image
and to receive attention
Belongingness Needs
desire to be accepted by one’s peers
Safety Needs
safe and secure physical and emotional environment
Physiological Needs
most basic human physical needs
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 Maslow’s Hierarchy of Needs

 Once a need is satisfied, it declines in

importance and the next higher need is
activated
 There are opportunities for fulfillment off the
job and on the job in each of the five levels of
needs

Experiential Exercise: What Motivates You?

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 ERG Theory
Growth Needs
human potential,
personal growth, and increased
competence

Relatedness Needs
the need for satisfactory relationships
with others

Existence Needs
the needs for physical well-being

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 Two Factor Motivation
Theory
Area of Satisfaction

Motivators
Achievement Motivators
Recognition influence
Responsibility
Work itself
level of
Personal satisfaction.
growth

Area of Dissatisfaction
Hygiene
Factors
Working conditions Hygiene factors
Pay and security influence level of
Company policies dissatisfaction
Supervisors
Interpersonal
relationships

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 Acquired Needs Theory
David McClelland

• Need for Achievement desire to accomplish

something difficult, master complex tasks, and
surpass others
• Need for Affiliation desire to form close personal
relationships, avoid conflict, and establish warm
friendships
• Need for Power desire to influence or control
others

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 Motivation Process Theories

Equity Theory
 focuses on individuals’ perceptions of how fairly
they are treated compared with others
 motivated to seek social equity in the rewards
they expect for performance

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 Methods for Reducing
Perceived Inequities

 Change inputs
 Change outcomes
 Distort perceptions
 Leave the job

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 Motivation Process Theories

Expectancy Theory
 motivation depends on individuals’ expectations about
their ability to perform tasks and receive desired rewards
 concerned not with identifying types of needs but with the
thinking process that individuals use to achieve rewards
 based on the effort, performance, and desirability of
outcomes

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 Reinforcement Perspective
on Motivation
Positive reinforcement in the
administration of a pleasant and
rewarding consequence.

Avoidance learning is the removal of

an unpleasant consequence following
a desired behavior.
Reinforcement
Tools Punishment is the imposition of
unpleasant outcomes on an
employee.
Extinction is the withdrawal of a
positive reward, behavior is no longer
reinforced and hence is less likely to
occur in the future.
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 Job Design for Motivation

 Job design = application of motivational

theories to the structure of work for improving
productivity and satisfaction
 Job simplification = job design whose
purpose is to improve task efficiency by
reducing the number of tasks a single person
must do

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 Job Design for Motivation

 Job Rotation = job design that systematically

moves employees from one job to another to
provide them with variety and stimulation
 Job Enlargement = job design that combines
a series of tasks into one new, broader job to
give employees variety and challenge

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 Job Design for Motivation

 Job Enrichment = job design that

incorporates achievement, recognition, and
other high-level motivators into the work
 Work redesign = altering of jobs to increase
both the quality of employee’s work
experience and their productivity

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 Job Characteristics Model

Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976),
256.
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 Motivational Ideas for Turbulent Times

 Organizations are increasingly using various

types of incentive compensation as a way to
motivate employees to higher levels of
performance
 Variable compensation and forms of at risk
pay are key motivational tools

Ethical Dilemma: Compensation Showdown

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 Empowering People
to Meet Higher Needs
Four Empowering Elements

 Information - Employees receive

information about company performance
 Knowledge - Employees have knowledge
and skills to contribute to company goals
 Power - Employees have the power to
make substantive decisions
 Rewards - Employees are rewarded based
on the company performance
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 Continuum of Empowerment

Sources: Based on Robert C. Ford and

Myron D. Fottler, “Empowerment: A
Matter of Degree,” Academy of
Management Executive 9, no. 3 (1995),
21-31; Lawrence Holpp, “Applied
Emplowerment,” Training (February
1994), 39-44; and David P. McCaffrey,
Sue R. Faerman, and David W. Hart,
“”The Appeal and Difficulties of
Participative Systems,” Organization
Science 6, no. 6 (November-December
1995), 603-627.

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 Giving Meaning to Work

 To meet higher-level motivational needs and

help people get intrinsic rewards from their
work is to instill a sense of importance and
meaningfulness

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 Motivational Ideas for Turbulent Times

 Role of today’s manager is not to control

others but to organize the workplace in such
a way that each person
Can learn
Contribute

Grow

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