© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Motivation – the arousal of enthusiasm and
persistence to pursue a course of action

Forces either intrinsic or extrinsic to a person
that arouse enthusiasm and persistence

Employee motivation affects productivity

A manager’s job is to channel motivation
toward the accomplishment of goals
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© 2014 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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If managers understand employees’ needs,
they can design appropriate reward systems
Needs motivate people
Needs translate into an internal drive that
motivates behavior
People have a variety of needs
© 2014 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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© 2014 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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Existence needs – the needs for physical
well-being
 Relatedness needs – the needs for
satisfactory relationships with others
 Growth needs – the needs that focus on the
development of human potential and the
desire for personal growth

Frustration-regression principle: failure to meet a high-order
need may cause a regression to an already satisfied lowerorder need
© 2014 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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© 2014 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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
Need for achievement

Need for affiliation

Need for power
© 2014 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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How people select behavioral actions
Goal-Setting Theory
Equity Theory
Expectancy Theory
© 2014 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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
Increase motivation and enhance
performance by setting goals and
providing timely feedback

Key components of the theory:
Goal specificity
Goal difficulty
Goal acceptance
Feedback
© 2014 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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Individual perceptions of fairness
 Inequity occurs when the input-to-outcome
ratios are out of balance
 Perceived inequity can be reduced by:

Changing work effort
Changing outcomes
Changing perception
Leaving the job
© 2014 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 depends on individuals’
expectations about their ability to perform
tasks and receive desired rewards
 E → P: determining whether putting effort
into a given task will lead to high
performance
 P → O: determining whether successful
performance of a task will lead to the
desired outcome
 Valence – the value or attraction an
individual has for an outcome

© 2014 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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© 2014 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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Behavior
Reinforcement
Modification
Anything that
Reinforcement
causes a behavior
theory techniques
to be repeated or
used to modify
inhibited
behavior
Law of Effect
Positively reinforced
behavior tends to
be repeated and
unreinforced
behavior inhibited
© 2014 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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Extinction
Withholding of a
positive reward
Punishment
Imposition of
unpleasant
outcomes on an
employee
Avoidance learning
Removal of an
unpleasant
consequence once
a behavior is
improved
Positive Reinforcement
Pleasant and
rewarding
consequences
following a desired
behavior
© 2014 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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© 2014 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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Individual’s motivation can result from the
person’s observations of other people’s
behavior
Vicarious learning – observational learning
from seeing others’ behaviors and getting
rewarded for them
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
Job Rotation

Job Enlargement

Job Enrichment
© 2014 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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© 2014 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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Dimensions that
determine a job’s
motivational potential:
 Skill variety
 Task identity
 Task
significance
 Autonomy
 Feedback
Based on:
 Critical Psychological
States
 Personal and Work
Outcomes
 Employee Growth-Need
Strength
© 2014 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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Organizations are using various types of
incentive compensation to motivate
employees to higher levels of performance
 Variable compensation is a key
motivational tool
 Incentive plans can backfire

They should be combined with motivational
ideas and intrinsic rewards and meeting
higher-level needs

Incentives should reward the desired
behavior
© 2014 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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© 2014 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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Employees receive information about
company performance
 Employees have knowledge and skills to
contribute to company goals
 Employees have the power to make
substance decisions
 Employees are rewarded based on
company performance

© 2014 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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• Instill a sense of support and meaning
• Help employees develop positive relationships
with colleagues and supervisors
• Focus on learning, contribution, and growth
© 2014 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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