ninth edition

STEPHEN P. ROBBINS

Chapter

16
2007 Prentice Hall, Inc.
All rights reserved.

MARY COULTER

Motivating
Employees

PowerPoint Presentation by Charlie Cook

The University of West Alabama

What Is Motivation?
Motivation
Is the result of an interaction between the person and
a situation; it is not a personal trait.
Is the process by which a persons efforts are
energized, directed, and sustained towards attaining
a goal.

Energy: a measure of intensity or drive.

Direction: toward organizational goals

Persistence: exerting effort to achieve goals.

Motivation works best when individual needs are

compatible with organizational goals.
2007 Prentice Hall, Inc. All rights reserved.

162

Early Theories of Motivation

Maslows Hierarchy of Needs
MacGregors Theories X and Y
Herzbergs Two-Factor Theory

2007 Prentice Hall, Inc. All rights reserved.

163

Early Theories of Motivation

Maslows Hierarchy of Needs Theory
Needs were categorized as five levels of lower- to
higher-order needs.
Individuals must satisfy lower-order needs before they can
satisfy higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level that
person is on the hierarchy.

Hierarchy of needs
Lower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualization

2007 Prentice Hall, Inc. All rights reserved.

164

Exhibit 161

Maslows Hierarchy of Needs

2007 Prentice Hall, Inc. All rights reserved.

165

Early Theories of Motivation (contd)

McGregors Theory X and Theory Y
Theory X

Assumes that workers have little ambition, dislike work, avoid

responsibility, and require close supervision.

Theory Y

Assumes that workers can exercise self-direction, desire

responsibility, and like to work.

Assumption:

Motivation is maximized by participative decision making,

interesting jobs, and good group relations.

2007 Prentice Hall, Inc. All rights reserved.

166

Early Theories of Motivation (contd)

Herzbergs Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created by
different factors.

Hygiene factors: extrinsic (environmental) factors that create

job dissatisfaction.

Motivators: intrinsic (psychological) factors that create job

satisfaction.

Attempted to explain why job satisfaction does not

result in increased performance.

The opposite of satisfaction is not dissatisfaction, but rather

no satisfaction.

2007 Prentice Hall, Inc. All rights reserved.

167

Exhibit 162

Herzbergs Motivation-Hygiene Theory

2007 Prentice Hall, Inc. All rights reserved.

168

Exhibit 163

Contrasting Views of Satisfaction-Dissatisfaction

2007 Prentice Hall, Inc. All rights reserved.

169

David McClellands Theory of Needs

Need for Achievement

Need for Affiliation

The drive to excel, to

achieve in relation to a set
of standards, to strive to
succeed.

The desire for

friendly and close
personal
relationships.

Need for Power

The need to make others
behave in a way that
they would not have
behaved otherwise.

2007 Prentice Hall Inc. All rights reserved.

Bottom Line: Individuals

have different levels of
needs in each of these
areas, and those levels
will drive their behavior

Cognitive Evaluation Theory

Cognitive Evaluation Theory
Providing an extrinsic reward for behavior
that had been previously only intrinsically
rewarding tends to decrease the overall
level of motivation.
The theory may only be relevant
toFor this theory,
Hint:
jobs that are neither extremelythink about how fun it is
dull nor extremely interesting. to read in the summer,
but once reading is
assigned to you for a
grade, you dont want
to do it!
2007 Prentice Hall Inc. All rights reserved.

Goal-Setting Theory (Edwin Locke)

Basic Premise: That specific and difficult
goals, with self-generated feedback, lead to
higher performance.
But, the relationship between goals and
performance will depend on
goal commitment
I want to do it & I can do it
task characteristics (simple, well-learned)
national culture

2007 Prentice Hall Inc. All rights reserved.

What is MBO?
Management by Objectives (MBO)
A program that encompasses specific
goals, participatively set, for an explicit
time period, with feedback on goal
progress.
Key
KeyElements
Elements
1.
1. Goal
Goalspecificity
specificity
2.
2.
3.
3.

Participative
Participativedecision
decisionmaking
making
An
Anexplicit
explicittime
timeperiod
period

4.
4. Performance
Performancefeedback
feedback
2007 Prentice Hall Inc. All rights reserved.

Cascading of Objectives

EEXXHHI IBBI ITT 61

61
2007 Prentice Hall Inc. All rights reserved.

Linking MBO and Goal-Setting Theory

MBO

Goal-Setting Theory

Goal Specificity

Yes

Yes

Goal Difficulty

Yes

Yes

Feedback

Yes

Yes

Participation

Yes

No
(qualified)

2007 Prentice Hall Inc. All rights reserved.

Self-Efficacy
An individuals feeling that s/he can
complete a task (e.g. I know I can!)
Enhances probability that goals will be
achieved
Not to be confused with:
Self Esteem, which is.
Individuals degree of liking or disliking
themselves.

2007 Prentice Hall Inc. All rights reserved.

Reinforcement Theory
Argues that behavior is a function of its
consequences.

Assumptions:
Assumptions:
Behavior
Behaviorisisenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbe
bemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendsto
tobe
berepeated.
repeated.

2007 Prentice Hall Inc. All rights reserved.

Equity Theory
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.
Referent
ReferentComparisons:
Comparisons:
Self-inside
Self-inside( (your
yourcurrent
currentexperience
experiencevs
vsprevious
previousexperience)
experience)
Self-outside
Self-outside(your
(yourcurrent
currentexperience
experiencewith
withyour
yourprevious
previous
experience
in
another
org)
experience in another org)
Other-inside
Other-inside( (you
youcompare
compareyourself
yourselfwith
withothers
othersininthe
thesame
same
org)
org)
Other-outside
Other-outside( (compare
compareyourself
yourselfwith
withothers
othersininother
otherorg
orgininthe
the
same
industry)
same industry)
2007 Prentice Hall Inc. All rights reserved.

Equity Theory

Copyright 2010 Pearson Education, Inc. Publishing as Prentice

Hall

Three types of Justice

Distributive Justice

Procedural Justice

Perceived fairness of the

outcome (the final
distribution).

The perceived fairness

of the process used to
determine the
outcome (the final
Who got what?
distribution). How
was who gets what
decided?
Interactional Justice
The degree to which
one is treated with
dignity and respect.
Was I treated well?

2007 Prentice Hall Inc. All rights reserved.

Expectancy Theory

Ethical Values and

Behaviors of Leaders

Bottom line

All three links between the boxes must be intact or motivation

will not occur. Thus,

Individuals must feel that if they try, they can perform

And
If they perform, they will be rewarded
And
When they are rewarded, the reward will be something they
care about

2007 Prentice Hall Inc. All rights reserved.

Job Design Theory

Job Characteristics
Model
Identifies five job
characteristics and
their relationship to
personal and work
outcomes.

2007 Prentice Hall Inc. All rights reserved.

Characteristics:
Characteristics:
1.1. Skill
Skillvariety
variety
2.2.
3.3.

Task
Taskidentity
identity
Task
Tasksignificance
significance

4.4.
5.5.

Autonomy
Autonomy
Feedback
Feedback

Job Design Theory (contd)

Skill Variety
The degree to which a job requires a
variety of different activities (how may
different skills are used in a given day,
week, month?).
Task Identity
The degree to which the job requires
completion of a whole and identifiable piece
of work (from beginning to end).
Task Significance
The degree to which the job has a substantial
impact on the lives or work of other people.
2007 Prentice Hall Inc. All rights reserved.

Job Design Theory (contd)

Autonomy
The degree to which the job provides
substantial freedom and discretion to the
individual in scheduling the work and in
determining the procedures to be used in
carrying it out.
Feedback
The degree to which carrying out the work
activities required by a job results in the
individual obtaining direct and clear
information about the effectiveness of his or
her performance.
2007 Prentice Hall Inc. All rights reserved.

Job Design and Scheduling

Job Rotation
The periodic shifting of a worker
from one task to another.
Job Enlargement
The horizontal
expansion of jobs.
Job Enrichment
The vertical expansion of
jobs.
2007 Prentice Hall Inc. All rights reserved.

Current Issues in Motivation

Cross-Cultural Challenges
Motivational programs are most applicable in cultures
where individualism and quality of life are cultural
characteristics

Uncertainty avoidance of some cultures inverts Maslows

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.

Cross-Cultural Consistencies

Interesting work is widely desired, as is growth, achievement,

and responsibility.

2007 Prentice Hall, Inc. All rights reserved.

1626

Current Issues in Motivation (contd)

Motivating Unique Groups of Workers
Motivating a diverse workforce through flexibility:

Men desire more autonomy than do women.

Women desire learning opportunities, flexible work

schedules, and good interpersonal relations.

2007 Prentice Hall, Inc. All rights reserved.

1627

Current Issues in Motivation (contd)

Flexible Work/Job schedules
Compressed work week

Longer daily hours, but fewer days

Flexible work hours (flextime)

Specific weekly hours with varying arrival, departure, lunch

and break times around certain core hours during which all
employees must be present.

Job Sharing

Two or more people split a full-time job.

Telecommuting

Employees work from home using computer links.

2007 Prentice Hall, Inc. All rights reserved.

1628

Current Issues in Motivation (contd)

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.

Dont define their workweek as 8:00 am to 5:00 pm.

Motivators for professionals

Job challenge

Organizational support of their work

2007 Prentice Hall, Inc. All rights reserved.

1629

Current Issues in Motivation (contd)

Motivating Contingent Workers
Opportunity to become a permanent employee
Opportunity for training
Equity in compensation and benefits

Motivating Low-Skilled, Minimum-Wage

Employees
Employee recognition programs
Provision of sincere praise

2007 Prentice Hall, Inc. All rights reserved.

1630

Current Issues in Motivation (contd)

Designing Appropriate Rewards Programs
Open-book management

Involving employees in workplace decision by opening up the

financial statements of the employer.

Employee recognition programs

Giving personal attention and expressing interest, approval,

and appreciation for a job well done.

Pay-for-performance

Variable compensation plans that reward employees on the

basis of their performance:
Piece rates, wage incentives, profit-sharing, and lump-sum
bonuses

2007 Prentice Hall, Inc. All rights reserved.

1631

Current Issues in Motivation (contd)

Designing Appropriate Rewards Programs
(contd)
Stock option programs

Using financial instruments (in lieu of monetary

compensation) that give employees the right to purchase
shares of company stock at a set (option) price.

Options have value if the stock price rises above the option
price; they become worthless if the stock price falls below the
option price.

2007 Prentice Hall, Inc. All rights reserved.

1632