Chapter 14- Motivate Employees

8/6/2019 Chapter 14- Motivate Employees

1/34

MOTIVATING EMPLOYEESChapter 14


2/34

Learning Objectives

1. Define motivation.

2. Describe the scientific management

approach to motivation.3. Explain the equity theory of motivation.

4. Explain the hierarchy of needs.

5. Discuss the achievement-power-affiliation approach to motivation.


3/34

5. Discuss the motivation-maintenanceapproach to motivation.

6. Discuss the expectancy approach tomotivation.

7. Explain the reinforcement approach tomotivation.

8. Define job satisfaction and organizationalmorale.


4/34

Chapter Overview

Contemporary managers must possesthe ability to motivate employees.

To do this, managers must not onlyknow theirown skills but also mustunderstand the needs of theiremployees or subordinates.


5/34

By understanding the human needs

structure, the manager is better equipped

to address core issues that will sincerelymotivate most employees. A certain

amount ofcustomization is necessary

because of individual uniqueness.


6/34

Several approaches and theories ofmotivation are discussed. Chief amongthese are the following:

the motivation-maintenance approach

the expectancy approach

reinforcement theory.


7/34

Introduction

Motivation comes from the Latin word movere,which means to move.

Other definitions include the following terms: aimdesire

end

intention

objectivepurpose


8/34

Three common characteristics common to mostdefinitions:

Motivation is concerned with what activates humanbehavior.

Motivation is concerned with what directs this behaviortoward a particular goal.

Motivation is concerned with how this behavior issustained.


9/34

Motivation sequenceNEEDS produce

MOTIVES (DRIVES), which produce

ACTIONS.

ActionsNeeds = Motives =


10/34

The Scientific Management Approach

Evolved from the work of Frederick W.Taylor and the scientific managementmovement.

Based on Taylors belief that existing rewardsystems were not designed to rewardindividuals for high performance.

Taylor suggested that an employee should be

compensated according to individualproduction; assumes that money is the primarymotivator.


11/34

Equity theory

Equity theory states that motivation is based on

the idea that people want to be treated fairly in

relationship to others.

Inequity exists when a person perceives his or her jobinputs and outcomes to be less than the job inputs and

outcomes of another person; perception not reality is the

key.

Inputswhat an employee perceives are his/her

contributions to the organization (i.e., education,

intelligence, experience, training, skills, effort exerted).


12/34

Outcomes are the rewards received by the employee(i.e., pay, intrinsic rewards, status)

An employee who perceives inequity might

Increase inputs relative to the comparison otheremployee.

Reduce inputs relative to the comparison other

employee.

Quit the job.

Request a pay increase.


13/34

Needs hierarchy

The needs hierarchy is based on the

assumption that individuals are motivated

to satisfy a number of needs and that

money can directly or indirectly satisfy only

some of these needs.


14/34

The needs

hierarchy

adequatelydescribes the

general order or

ranking of most

peoples needs.


15/34

Maslows hierarchy of needs includes:

1. Physiologicalfood, thirst, sleep, health, bodyneeds, exercise, rest

2. Safetyprotection, comfort, peace, no threats,

long-term economic well being, etc.

3. Socialacceptance, belonging, group

membership and participation, love, affection

4. Esteemrecognition, prestige, confidence,

leadership, competence, success, etc.5. Self-actualizationself-fulfillment of potential,

challenge, curiosity, creativity, etc.


16/34

The lowest-level of unsatisfied need

motivates action.

The managers job is to determine theneed level an individual employee is

attempting to satisfy and then provide the

means for satisfaction, which are not easy

tasks.


17/34

Achievement-power-affiliation

Achievement-power-affiliation approach was

primarily developed by David McClelland.

Focuses on the learned needs that

motivate behavior:

Need for powerneed to influence people

Need for achievementneed to perform

better or more efficientlyNeed for affiliationneed to be liked and

establish friendly relations


18/34

The level of intensity for each of these

needs varies among people.


19/34

Motivation-maintenance approach

The motivation-maintenance approach

developed by Herzberg, Mausner, and

Snyderman stated that motivation

comes from the individual rather than from

the manager;

associates factors of high-low motivation

with either the work environment or the

work itself.


20/34

Motivation-maintenance approach

Factors most frequently associated with a

favorably viewed work incident concerned

the work itself (motivators

achievement

recognition

responsibility

advancement

characteristics of the job)


21/34

When subjects felt negatively about a work

incident, they were more likely to mention factors

associated with the work environment (hygiene

or maintenance factorsstatus

interpersonal relations

technical issues

policies and administration

salary

effect on personal lives)


22/34

Both maintenance and motivator factors

must be present for true motivation to

occur.


23/34

Ways to improve Employees

Motivation

Job enlargementgiving an employee more

of a similar type of operation to perform

Job rotationperiodically rotating

employees among job assignments

Job enrichmentupgrading the job byadding motivator factors


24/34

Expectancy Approach

Postulates that an employees level of motivation

depends on the relationship between three basic

beliefs

Expectancythe employees belief that his/hereffort will lead to the desired level of performance

Instrumentalitythe employees belief that

attaining the desired level of performance will lead

to desired outcomesValencethe employees belief about the value of

the outcome


25/34

Expectancy Approach

Each of the components of this approach

can be affected by the organizations

practices and management.


26/34

Performance can be increased by

Providing proper selection.

Offering good training.

Giving clear direction to the employee.

Soliciting employee feedback regarding valued

rewards


27/34

Reinforcement Approach

Reinforcement Approachthe

consequences of present behavior

influence future behavior

Reinforcement is the consequence of an

individuals behavior.

Positive reinforcementprovides a positive

consequence after a desired behaviorAvoidancethe opportunity to avoid a negative

consequence by exhibiting a desired behavior;

also called negative reinforcement


28/34

Extinctionprovides no positive consequences or

removes previously provided positive

consequences as a result of undesirable behavior.

Punis

hmentprovides a negative consequenceas a result of an undesired behavior


29/34

Reinforcement Approach

Current management practice

emphasizes positive reinforcement,

which is generally more effective than

negative reinforcementand punishment

in producing desired behavior.


30/34

Integrating the Approaches to Motivation

The common thread in all motivation

studies isgoal-oriented behavior.

No single approach provides all the rightanswers to the problem.

The expectancy approach seems to be at

the heart of most comprehensive studies.


31/34

Job Satisfaction

Job Satisfactionan individuals general

attitude about his/her job; mental state

about the job.

Components of job satisfaction

individual attitude toward work group

general working conditions

Companymonetary benefits

supervision.


32/34

Job Satisfaction

Organizational morale is an individuals

feeling of being accepted by and

belonging to a group of employees

through common goals, confidence in the

desirability of these goals, and progress

toward these goals; related to group

attitudes; different from job satisfaction.


33/34

Importance of Trust in Motivation

Trust is essential in motivating employees

The presence of trust gives management

credibility when asking for increasedproductivity from employees.


34/34

Summary

What are the motivation theories you can

use to motivate your employees?

What types of rewards will you give?

Will you give everyone the same reward?

Will you use a whip?

How will you help your employees feel jobsatisfaction?

What motivates you?

Documents

Chapter 14- Motivate Employees