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CHAPTER 12
MOTIVATING EMPLOYEES
Achieving Superior
Performance in the
Workplace
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No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
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MANAGING FOR MOTIVATION:
BUILDING YOUR OWN MOTIVATION
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reframe your reason
be realistic
set interim goals
celebrate ongoing achievements
hold yourself accountable
envision success.
create a “brag book.”
MOTIVATION:
WHAT IT IS & WHY IT’S IMPORTANT
What is Motivation?
How does it work?
Why is it important?
Motivation is complex
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It is the result of multiple personal
& contextual factors
FIGURE 12.1
AN INTEGRATED MODEL OF MOTIVATION
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FIGURE 12.2
A SIMPLE MODEL OF MOTIVATION
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THE FOUR MAJOR PERSPECTIVES ON
MOTIVATION: AN OVERVIEW
The four perspectives on motivation:
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content
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process
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job design
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reinforcement
There is NO single accepted theory
of what motivates people
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FIGURE 12.3
MASLOW’S HIERARCHY OF NEEDS THEORY (FIVE LEVELS)
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MCCLELLAND’S ACQUIRED NEEDS THEORY: ACHIEVEMENT,
AFFILIATION & POWER
The Three Needs:
1. Need for achievement
2. Need for affiliation
3. Need for power
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FIGURE 12.4
MCCLELLAND’
S THREE
NEEDS
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DECI & RYAN’S SELF-DETERMINATION
THEORY:
COMPETENCE, AUTONOMY & RELATEDNESS
• Focus on INTRINSIC motivation
• The Three Innate Needs
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HERZBERG’S TWO-FACTOR THEORY:
FROM DISSATISFYING FACTORS TO
SATISFYING FACTORS
• Hygiene Factors vs. Motivating Factors
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FIGURE 12.5 HERZBERG’S TWO-FACTOR THEORY:
SATISFACTION VERSUS DISSATISFACTION
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FIGURE 12.6
A COMPARISON OF CONTENT THEORIES
A comparison of needs and satisfaction theories: Maslow hierarchy of needs, McClelland acquired
needs, Deci and Ryan self-determination, and Herzberg two-factor.
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EQUITY/JUSTICE THEORY:
HOW FAIRLY DO YOU THINK YOU’RE BEING TREATED IN
RELATION TO OTHERS?
• Elements of Equity Theory:
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Comparing your inputs & outputs with those of others
• Elements of Justice Theory:
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Distributive, Procedural & Interactional
• Using Equity & Justice Theories to Motivate
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FIGURE 12.7
EQUITY/JUSTICE
THEORY: HOW
FAIRLY DO YOU
THINK YOU’RE
BEING TREATED IN
RELATION TO
OTHERS?
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EXPECTANCY THEORY:
HOW MUCH DO YOU WANT &
HOW LIKELY ARE YOU TO GET IT?
• The Three Elements:
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Expectancy
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Instrumentality
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Valence
FIGURE 12.8
EXPECTANCY THEORY:
HOW MUCH DO YOU WANT &
HOW LIKELY ARE YOU TO GET IT?
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GOAL-SETTING THEORY:
OBJECTIVES SHOULD BE SPECIFIC & CHALLENGING,
BUT ACHIEVABLE
• The Four Motivational Mechanisms of GoalSetting Theory
• Stretch Goals
• Two Types of Goal Orientations
• Some Practical Results of Goal-Setting Theory
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FITTING PEOPLE TO JOBS
• Fitting people to jobs is based on the assumption
that people will gradually adapt to any work
situation
• One technique is scientific management, the
process of reducing the number of tasks a worker
performs
• When a job is stripped down to its simplest
elements, it enables a worker to focus on doing
more of the same task, thus increasing employee
efficiency & productivity
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FITTING JOBS TO PEOPLE
• Job Enlargement: Putting More Variety into a Job
• Job Enrichment: Putting More Responsibility and
Other Motivating Factors into a Job
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THE JOB CHARACTERISTICS MODEL:
FIVE JOB ATTRIBUTES FOR BETTER WORK
OUTCOMES
• Five Job Characteristics
• How the Model Works
• Applying the Job Characteristics Model
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FOUR TYPES OF BEHAVIOR MODIFICATION
• Positive Reinforcement: Strengthens Behavior
• Negative Reinforcement: Also Strengthens
Behavior
• Extinction: Weakens Behavior
• Punishment: Also Weakens Behavior
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FIGURE 12.10
FOUR TYPES OF BEHAVIOR MODIFICATION
These are
different
ways of
changing
employee
behavior.
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USING BEHAVIOR MODIFICATION TO
MOTIVATE EMPLOYEES
• Positive Reinforcement
• Punishment
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IS MONEY THE BEST MOTIVATOR?
• Whatever happened to $$$ as a motivator?
• For working parents, flexibility may be more
important than $$$
• A 2019 Jobvite survey found that career growth
opportunities were more important to job seekers
than salary & benefits
• Motivating DOESN’T just involve $$$
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MOTIVATION & COMPENSATION
• Characteristics of the Best Incentive
Compensation Plans
• Popular Incentive Compensation Plans
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NONMONETARY WAYS
OF MOTIVATING EMPLOYEES
• The Need for
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work–life balance
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personal growth
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a positive work environment
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meaningful work