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Copyright ©2015 Pearson Education, Inc. 11-1
Chapter10Motivating and Rewarding Employees
Learning Outcomes
• Define and explain motivation. • Compare and contrast early theories of
motivation.• Compare and contrast contemporary theories of
motivation. • Discuss current issues in motivating employees.
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11.1Define and explain motivation.
What is Motivation?
1. Energy2. Direction3. Persistence
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11.2Compare and contrast early theories of motivation.
Maslow’s Hierarchy of Needs
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McGregor’s Theory X and Theory Y
Theory X:•Little ambition•Dislike work•Avoid responsibility•Must be closely controlled
Theory Y:•Enjoy work•Seek and accept responsibility•Exercise self-direction
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Herzberg’s Two-Factor Theory
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Satisfaction vs. Dissatisfaction
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McClelland’s Three-Needs Theory
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Three acquired needs are work motives:1. Need for achievement2. Need for power3. Need for affiliation
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11.3 Compare and contrast contemporary theories of motivation.
Goal-Setting Theory
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Influences on Job Performance
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• Feedback• Goal commitment• Adequate self-efficacy• National culture
Job Characteristics Model
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Job Design and Motivation
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Internal rewards are obtained when an employee learns that he or she personally has performed well on a task he or she cares about.
Guidelines for Job Redesign
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Equity Theory
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Expectancy Theory
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Integrating Motivation Theories
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A Closer Look at the Model
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11.4Discuss current issues in motivating employees.
Current Issues
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Country Culture and Motivation
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Managers can’t assume that motivational programs that work in one geographic location are going to work in others.
Cross-Cultural Differences & Consistencies
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Unique Groups of Workers
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Motivating:1. Diverse employees2. Professionals3. Contingent workers
Unique Groups of Workers (cont.)
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Motivating:1. Diverse employees2. Professionals3. Contingent workers
Designing Appropriate Rewards Programs
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• Open-book management• Employee recognition programs
Pay-for-Performance
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Low-Cost Rewards Program
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• Clarify role in organization• Keep communication open• Show individual company cares
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