Chapter 12
Motivating Employees

CATEGORIES OF
MOTIVATION THEORIES
 Content Theories
 Concerned with WHAT people need or want
 Process Theories
 Concerned with HOW people think and behave to get what they want
 Reinforcement Theories
 Concerned with the effects of REWARDS upon motivated behavior
(Some consider it a Process Theory)

CONTENT THEORIES
 Hierarchy of Needs Theory
 Maslow
 Alderfer
 Two-Factor Theory
 Herzberg
 Acquired Needs Theory
 McClelland

MASLOW’S HIERARCHY OF
NEEDS (from lowest to highest)
 Physiological
 Safety (Security)
 Belongingness (Social)
 Esteem
 Self-Actualization

ALDERFER’S ERG THEORY
 Existence
 Relatedness
 Growth

FRUSTRATION-REGRESSION
PRINCIPLE (ERG Theory)
 Failure to meet a higher-order need may trigger a regression to an already fulfilled lower-order need
Example: Worker who cannot fulfill a need for personal growth may redirect efforts toward making money.

HERZBERG’S TWO-
FACTOR THEORY
 Hygiene Factors (mostly extrinsic, e.g., a nice office)
 Influence Dissatisfaction
(The best Hygiene Factors can provide is “No
Dissatisfaction” – They don’t motivate.)
 Motivators (mostly intrinsic, e.g., enjoyment of work responsibility, etc.)
 Influence Satisfaction

McCLELLAND’S
ACQUIRED NEEDS -
Successful Top Executives:
NEED LEVEL (Hi, Mod., Lo?)
Achievement Moderate
Affiliation Low
Power High

APPLICATIONS OF
CONTENT THEORIES
 Job Enrichment
 Flexible Work Schedules

PROCESS THEORIES
 Goal-Setting Theory
 Equity Theory
 Expectancy Theory

GOAL-SETTING THEORY
 Assumes having clear goals increases motivation
 Challenges and Feedback are especially important

EQUITY THEORY


Unique in viewing motivation as affected by Comparisons to other people.
We don’t necessarily expect to get the same rewards as others, but we expect the
Ratio of our Outcome to Input to be equivalent to that of others.
 We are Motivated to correct inequity.

DEALING WITH INEQUITY
 Change your Input
 Change your Outcome
 Distort (Change) your Perceptions
 (of either input or outcome of you or the comparison person)
 Leave the Job
 Change Comparison Persons

EXPECTANCY THEORY
 Analyzes the parts of the Motivation
Process that the Leader must attend to (c.f., Path-Goal Theory)
 Has the greatest Breadth of popular motivation theories

EXPECTANCY THEORY
CONCEPTS



EXPECTANCY
 Effort-Performance Relationship (E-P)
(The most Unique feature of the theory)
INSTRUMENTALITY
 Performance-Outcome Relationship (P-O)
VALENCE
 Value of Reward
If any of the three equal Zero, then there is
No Motivation.

MAJOR ELEMENTS OF
REINFORCEMENT

THEORY
Stimulus
 Supervisor requests faster work
 Response
 Employee increases or decreases speed or does nothing
 Consequence
 Positive Reinforcement, Negative Reinf.
(Avoidance), Extinction, Punishment

BEHAVIORAL




CONSEQUENCES
Positive Reinforcement
 Receive desirable outcome (Money)
Negative Reinforcement
 Avoid undesirable outcome (Prevent reprimand)
Extinction
 Lack of reinforcement (Behavior ignored)
Punishment
 Undesirable outcome occurs (Get fired )

APPLICATIONS OF
REINFORCEMENT
THEORY
 Organizational Behavior Modification (OB
MOD)
 Pay for Performance (Merit Pay)
 Gain Sharing
 Employee Stock Ownership Plans (ESOPs)
 Lump-Sum Bonuses
 Pay for Knowledge

Minimizing Reward Problems
 Measure performance accurately
 Give team rewards for interdependent jobs
 Ensure that rewards are valued
 Beware of unintended consequences

Some Rewards Lower-Level
Managers May Control
 Recognition, such as letters of appreciation
 Invitations to coffee or lunch
 Recommendations for pay increases or promotions
 Time off
 Desirable work assignments

Job Simplification
 Pursues efficiency by reducing the number of tasks one person must do
(However, workers dislike routine and boring jobs.)

Job Rotation
 Systematically moves employees from one job to another.
(However, skill level is unchanged.)

Job Enlargement
 Combines a series of tasks into one new, broader job.

Job Enrichment
 Incorporates high-level motivators into the work.

Job Characteristics Model
Core Job
Characteristics
Critical
Psychological
States
Outcomes
Skill variety
Task identity
Task significance
Autonomy
Feedback from job
Meaningfulness
Responsibility
Knowledge of results
Individual
Differences in
Growth Needs
Work motivation
Growth satisfaction
General satisfaction
Work effectiveness

Implementing Job Enrichment
 Training is typically needed
 Short-term performance declines are normal
Dangers in Job Enrichment

Some people have low “Growth Need
Strength”
 Employees may expect higher pay

MAJOR IMPLICATIONS OF

MOTIVATION THEORIES
Set Challenging, but Attainable Goals
 Train and Encourage People
 Provide Valued Extrinsic and Intrinsic
Rewards
 Recognize Individual Differences

Watch for Changes in an Individual’s
Motives
 Use Mainly Positive Reinforcement
 Distribute Rewards Equitably