© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Chapter Objectives
 Explain the motivational lessons taught by Maslow’s
theory, Herzberg’s theory, and expectancy theory.
 Describe how goal setting motivates performance.
 Discuss how managers can improve the motivation of
personnel who perform routine tasks.
 Explain how job enrichment can be used to enhance
the motivating potential of jobs.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Chapter Objectives (cont’d)
 Distinguish extrinsic rewards from intrinsic rewards
and list four rules for administering extrinsic rewards
effectively.
 Explain how employee engagement and retention
programs, open-book management, and self-managed
teams promote employee participation.
 Explain how companies are striving to motivate today’s
diverse workforce with quality-of-work-life programs.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Motivation Theories
 Motivation
 The psychological process that gives behavior purpose
and direction
 Theories of Motivation
 Maslow’s hierarchy of needs theory
 Herzberg’s two-factor theory
 Expectancy theory
 Goal-setting theory
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.1: Individual
Motivation and Job Performance
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Maslow’s Hierarchy of Needs Theory
 People have needs, and when one need is relatively
fulfilled, others emerge in predictable sequence to take
its place.
 Maslow’s Hierarchy of Needs
 Physiological needs: food, water, sleep, and sex
 Safety needs: safety from the elements and enemies
 Love needs: desire for love, affection, and belonging
 Esteem needs: self-perception as a worthwhile person
 Self-actualization: becoming all that one can become
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.2: Maslow’s
Hierarchy of Needs Theory
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Self-Actualizing Manager
 Characteristics of the Self-Actualizing Manager
 Has warmth, closeness, and sympathy
 Recognizes and shares negative information and feelings
 Exhibits trust, openness, and candor
 Does not achieve goals by power, deception, or manipulation
 Does not project own feelings, motivations, or blame onto
others
 Does not limit horizons; uses and develops body, mind, and
senses
 Is not rationalistic; can think in unconventional ways
 Is not conforming; regulates behavior from within
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Relevance of
Maslow’s Theory for Managers
 Beyond physical and safety needs, managers cannot
predict which of the three highest needs will emerge.
 A fulfilled need does not motivate an individual.
 Effective managers can anticipate emerging needs
based on individual need profiles and provide
opportunities for fulfillment.
 The esteem level of needs satisfied by jobs and
recognition provides managers with the greatest
opportunity to motivate better performance.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Herzberg’s Two-Factor Theory
 Herzberg’s two-factor theory is a theory of motivation
based on job satisfaction.
 A satisfied employee is motivated from within to work
harder.
 A dissatisfied worker is not self-motivated to work.
 Conclusion: Enriched jobs are the key to selfmotivation.
 Dissatisfiers: Factors associated with the job context or
work environment
 Satisfiers: Factors associated with the nature of the
task itself (job content)
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Table 12.1:
Herzberg’s
Two-Factor
Theory of
Motivation
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Implications of Herzberg’s Theory
 Satisfaction is not the opposite of dissatisfaction.
 There is a need to think carefully about what motivates
employees.
 Meaningful, interesting, and challenging (enriched)
work is needed to satisfy and motivate employees.
 Problems with Theory
 Assumption of job performance improving with
satisfaction is weakly, at best, supported.
 One person’s dissatisfier is another person’s satisfier.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Expectancy Theory (Vroom)
 Vroom’s theory is a model that assumes that
motivational strength is determined by the perceived
probabilities of success.
 Expectancy: One’s subjective belief or expectation that
one thing will lead to another
 A Basic Expectancy Model
 One’s motivational strength increases as one’s
perceived effort-performance and performance-reward
probabilities increase the likelihood of obtaining a
valued reward.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.3: A Basic Expectancy Model
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Relevance of Expectancy
Theory to Managers
 Employee expectations can be influenced by
managerial actions and organizational experience.
 Training increases employee confidence in their efforts
to perform.
 Listening provides managers with insights into
employees’ perceived performance-reward
probabilities.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Goal-Setting Theory
 Goal setting is the process of improving performance
with objectives, deadlines, or quality standards.
 A General Goal-Setting Model
 A goal creates “constructive discontent”.
 Properly conceived goals trigger a motivational process
that improves performance.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.4: A Model of
How Goals Can Improve Performance
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Goal-Setting Theory
(cont’d)
 Personal Ownership and Effective Goals:
 Specificity makes goals measurable
 Difficulty makes goals challenging
 Participation gives personal ownership of the goal
 How Do Goals Actually Motivate?
 Exercises in selective perception
 Encourage effort to achieve something specific
 Encourage persistent effort
 Foster creation of strategies and action plans
 Practical Implications of Goal-Setting Theory
 The developed ability to effectively set goals can be
transferred readily to any performance environment.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Motivation Through Job Design
 Job Design
 The delineation of task responsibilities as dictated by
organizational strategy, technology, and structure
 Strategy One: Fitting People to Jobs
 Realistic job previews: Honest explanations of what a
job actually entails
 Job rotation: Moving people from one specialized job
to another
 Limited exposure: Using an incentive such as
contingent time off (CTO) to motivate performance
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Motivation Through Job Design
(cont’d)
 Strategy Two: Fitting Jobs to People
 Job enlargement: Combining two or more specialized
tasks to increase motivation
 Job enrichment: Redesigning jobs to increase their
motivation potential
 Five Core Dimensions of Work
 Skill variety
 Task identity
 Task significance
 Autonomy
 Job feedback
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.5: How Job Enrichment Works
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Motivation Through Rewards
 Rewards
 Material and psychological payoffs for working
 Extrinsic Rewards
 Payoffs granted to the individual by other people: money,
employee benefits, promotions, recognition, status symbols,
and praise
 Intrinsic Rewards
 Self-granted and internally experienced payoffs: sense of
accomplishment, self-esteem, and self-actualization
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Motivation Through Rewards
(cont’d)
 Employee Compensation
 Money is the universal extrinsic reward
 There is no single best compensation plan
 Key words: flexible and varied
 Improving Performance with Extrinsic Rewards
 Satisfy individual operative needs
 Foster positive expectations
 Ensure equitable distribution
 Reward results
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Table 12.2: Guide to Employee
Compensation Plans
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Table 12.2: Guide to Employee
Compensation Plans (cont’d)
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.6: Personal and Social Equity
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.6: Personal and Social Equity
(cont’d)
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Motivation Through
Employee Participation
 Participative Management
 Empowering employees to assume greater control of
the workplace




Setting goals
Making decisions
Solving problems
Designing and implementing organizational changes
 Three approaches to participation



Establish a survey-driven process
Analyze survey data department by department
Address problems head on
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Motivation Through
Employee Participation
(cont’d)
 Open Book Management
 Sharing key financial data and profits with employees
who are trained and empowered
 Self-Managed Teams
 High-performance teams that assume traditional
managerial duties such as staffing and planning


Jobs are vertically loaded
Manager resistance is the number one barrier
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.7: The Four STEP
Approach to Open-Book Management
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Keys to Successful
Employee Participation Programs
 Building Employee Support for Participation
 A profit-sharing or gain-sharing plan
 A long-term employment relationship with good job
security
 A concerted effort to build and maintain group
cohesiveness
 Protection of the individual employee’s rights
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Motivation Through Quality-ofWork-Life Programs
 Flexible Work Schedules
 Flextime: Allows employees to choose their own arrival
and departure times within specified limits
 Expanded concept of flextime




Reduced time, paid leaves, telecommuting
Compressed workweeks
Semipermanent and permanent part-time
Job sharing
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 12.8: Flextime in Action
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Motivation Through Quality-ofWork-Life Programs
(cont’d)
 Family Support Services
 Family-friendly companies: Recognize and
accommodate employees’ non-work lives and priorities
 Top Five Family-Friendly Benefits
 Dependent care flexible spending accounts
 Flextime
 Generous family leave
 Telecommuting on a part-time basis
 Compressed work weeks
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Quality-of-Work-Life Programs
 Wellness Programs
 Employer-provided programs to help employees cope
with stress and burnout
 Sabbaticals
 Giving long-term employees extended periods of paid
time off to refresh themselves and bolster their
motivation and loyalty
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Summary
 Maslow’s hierarchy of needs contends that people are
motivated by emerging rather than fulfilled needs.
Herzberg believes that the key to true satisfaction is an
enriched job. Expectancy theory argues that motivation is
the product of perceived probabilities of acquiring
personally valued rewards.
 Goals can be an effective motivational tool when they are
specific, difficult, participatively set, and accompanied by
feedback on performance.
 Managers can counteract the boredom associated with
routine-task jobs through realistic job previews, job
rotation, and limited exposure.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Summary
(cont’d)
 Job enrichment helps to meet individual needs for
meaningfulness, responsibility, and knowledge of results.
 Both extrinsic and intrinsic rewards can have a positive
impact on performance and satisfaction.
 Participative management programs foster direct employee
involvement in one or more of the following areas: goal
setting, decision making, problem solving, and change
implementation.
 Quality-of-work-life programs are being used to
accommodate and motivate today’s diverse workforce.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Terms to Understand
 Motivation
 Rewards
 Expectancy theory
 Extrinsic rewards
 Expectancy
 Intrinsic rewards
 Goal setting
 Cafeteria compensation
 Job design
 Participative management
 Realistic job previews
 Open-book management
 Job rotation
 Self-managed teams
 Contingent time off
 Flextime
 Job enlargement
 PTO Bank
 Job enrichment
 Family-friendly companies
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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