chapter 14- motivate employees
TRANSCRIPT
-
8/6/2019 Chapter 14- Motivate Employees
1/34
MOTIVATING EMPLOYEESChapter 14
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
6/34
Several approaches and theories ofmotivation are discussed. Chief amongthese are the following:
the motivation-maintenance approach
the expectancy approach
reinforcement theory.
-
8/6/2019 Chapter 14- Motivate Employees
7/34
Introduction
Motivation comes from the Latin word movere,which means to move.
Other definitions include the following terms: aimdesire
end
intention
objectivepurpose
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
9/34
Motivation sequenceNEEDS produce
MOTIVES (DRIVES), which produce
ACTIONS.
ActionsNeeds = Motives =
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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).
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
14/34
The needs
hierarchy
adequatelydescribes the
general order or
ranking of most
peoples needs.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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
-
8/6/2019 Chapter 14- Motivate Employees
18/34
The level of intensity for each of these
needs varies among people.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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)
-
8/6/2019 Chapter 14- Motivate Employees
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)
-
8/6/2019 Chapter 14- Motivate Employees
22/34
Both maintenance and motivator factors
must be present for true motivation to
occur.
-
8/6/2019 Chapter 14- Motivate Employees
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
-
8/6/2019 Chapter 14- Motivate Employees
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
-
8/6/2019 Chapter 14- Motivate Employees
25/34
Expectancy Approach
Each of the components of this approach
can be affected by the organizations
practices and management.
-
8/6/2019 Chapter 14- Motivate Employees
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
-
8/6/2019 Chapter 14- Motivate Employees
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
-
8/6/2019 Chapter 14- Motivate Employees
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
-
8/6/2019 Chapter 14- Motivate Employees
29/34
Reinforcement Approach
Current management practice
emphasizes positive reinforcement,
which is generally more effective than
negative reinforcementand punishment
in producing desired behavior.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate Employees
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.
-
8/6/2019 Chapter 14- Motivate 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?