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EMPLOYEES
16
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LEARNING OBJECTIVES
1. Define motivation.
2. Compare and contrast early theories of motivation.
3. Compare and contrast contemporary theories of
motivation.
Develop your skill at motivating employees.
4. Discuss current issues in motivation.
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WHAT IS MOTIVATION?
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EARLY THEORIES OF MOTIVATION
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MASLOW’S HIERARCHY OF NEEDS
THEORY
Hierarchy of needs theory – Maslow’s
theory that human needs—physiological,
safety, social, esteem, and self-
actualization—form a sort of hierarchy.
• Physiological needs – a person’s needs for
food, drink, shelter, sexual satisfaction, and
other physical needs.
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MASLOW’S HIERARCHY OF NEEDS
THEORY (CONT.)
• Safety needs – a person’s needs for security
and protection from physical and emotional
harm.
• Social needs – a person’s needs for
affection, belongingness, acceptance, and
friendship.
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MASLOW’S HIERARCHY OF NEEDS
THEORY (CONT.)
• Esteem needs – a person’s needs for internal
factors (e.g., self-respect, autonomy, and
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.
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EXHIBIT 16-1
MASLOW’S HIERARCHY OF NEEDS
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MCGREGOR’S THEORY X AND THEORY Y
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HERZBERG’S TWO-FACTOR THEORY
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EXHIBIT 16-2
HERZBERG’S TWO FACTOR THEORY
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HERZBERG’S TWO-FACTOR THEORY
(CONT.)
• Hygiene factors – factors that eliminate job
dissatisfaction, but don’t motivate.
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EXHIBIT 16-3
CONTRASTING VIEWS OF
SATISFACTION– DISSATISFACTION
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THREE-NEEDS THEORY
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THREE-NEEDS THEORY (CONT.)
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EXHIBIT 16-4
TAT PICTURES SOURCE
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CONTEMPORARY THEORIES OF
MOTIVATION
• Goal-setting theory – the proposition that
specific goals increase performance and that
difficult goals, when accepted, result in higher
performance than do easy goals.
• Self-efficacy – an individual’s belief that he or
she is capable of performing a task.
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EXHIBIT 16-5
GOAL-SETTING THEORY
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REINFORCEMENT THEORY
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DESIGNING MOTIVATING JOBS
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DESIGNING MOTIVATING JOBS (CONT.)
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FIVE CORE JOB DIMENSIONS
1. Skill variety, the degree to which a job
requires a variety of activities so that an
employee can use a number of different skills
and talents.
2. Task identity, the degree to which a job
requires completion of a whole and identifiable
piece of work.
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FIVE CORE JOB DIMENSIONS (CONT.)
.
3. Task significance, the degree to which a job
has a substantial impact on the lives or work of
other people.
4. Autonomy, the degree to which a job provides
substantial freedom, independence, and
discretion to the individual in scheduling the
work and determining the procedures to be
used in carrying it out.
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FIVE CORE JOB DIMENSIONS (CONT.)
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EXHIBIT 16-6
JOB CHARACTERISTICS MODEL
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REDESIGNING JOB DESIGN APPROACHES
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REDESIGNING JOB DESIGN APPROACHES
(CONT.)
• High-involvement work practices – work
practices designed to elicit greater input or
involvement from workers.
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EQUITY THEORY
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EQUITY THEORY (CONT.)
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EXHIBIT 16-7
EQUITY THEORY
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EXPECTANCY THEORY
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EXPECTANCY THEORY (CONT.)
Expectancy Relationships
– 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).
– Valence
• The attractiveness/importance of the performance reward
(outcome) to the individual.
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EXHIBIT 16-8
EXPECTANCY MODEL
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EXHIBIT 16-9
INTEGRATING CONTEMPORARY
THEORIES OF MOTIVATION
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CURRENT ISSUES IN MOTIVATION
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CURRENT ISSUES IN MOTIVATION (CONT.)
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CURRENT ISSUES IN MOTIVATION (CONT.)
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CURRENT ISSUES IN MOTIVATION (CONT.)
Motivating Professionals
– Characteristics of professionals
• Strong and long-term commitment to their field of
expertise
• 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.
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CURRENT ISSUES IN MOTIVATION (CONT.)
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DESIGNING APPROPRIATE REWARDS
PROGRAMS
• Open-book management – a motivational approach
in which an organization’s financial statements (the
“books”) are shared with all employees.
• Employee recognition programs – programs based
on personal attention and expression of interest,
approval, and appreciation for a job well done.
• Pay-for-performance programs – variable
compensation plans that pay employees on the basis
of some performance measure.
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