Chapter 17
Motivating Others
Management: A Skills Approach, 2/e
by Phillip L. Hunsaker
Copyright © 2005 Prentice-Hall
17-1
Learning Objectives
• Know How to Motivate People to join
and stay in the organization
• Provide Incentives that Motivate People
to Perform
• Diagnose Sources of Performance
Problems
• Apply Appropriate Methods to Motivate
Employees to Perform Better
17-2
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Managers Need to Motivate
People to:
• Stay on the Job
• Perform at Their
Best
17-3
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Motivation
• Consists of a conscious decision to
direct effort in
an activity to
achieve a goal
that will satisfy
a predominate
need
17-4
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Three Elements of Motivation
1) Some need, motive, or goal that
triggers action
2) Selection process that directs the
choice of action
3) Intensity of effort that is applied to the
chosen action
17-5
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What Motivates Workers to
Stay on the Job?
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The Opportunity to Learn New Skills
Coaching and Feedback from Superiors
More Challenging Work
Recognition for Good Work
Participation in Decisions That Affect
Them
• Sympathetic Understanding of Personal
Problems
17-6
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What Motivates People to
Perform Well on the Job?
• Performance
• Ability
• Motivation
17-7
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Determinants of Task Performance
Performance = Ability x Motivation
Ability = Aptitude x Training x Resources
Motivation = Desire x Commitment
17-8
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Basic Needs
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Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self-Actualization
Needs
17-9
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Maslow’s Hierarchy of Needs
17-10
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Learned Needs
• The Achievement
Motive
• The Power Motive
• The Affiliation Motive
17-11
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Achievement Motive
• Achievers prefer a
moderate level of
difficulty or challenge.
• High achievers like to
feel they are in
reasonable control of an
outcome.
• Achievement-motivated
people like to receive
frequent and specific
feedback.
17-12
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Power Motive
• Find satisfaction
from being in
charge and
controlling and
influencing others
17-13
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Power Motive
• Personal-power
boss
Versus
• High institutional
power needs
17-14
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Affiliation Motive
• Find satisfaction
in the quality of
their social and
interpersonal
relationships
17-15
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How Do Goals Enhance
Motivation?
• Participation in Goal Setting
• Characteristics of Effective Goals
• Clear
• Specific
• Challenging
17-16
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Expectancies About Effort,
Performance, and Rewards
Affect Work Motivation?
• Does how hard I try really affect my
performance?
• Are personal consequences linked to my
performance?
• Do I value the consequences that occur?
17-17
Copyright © 2005 Prentice-Hall
How Does the Nature of
Rewards Affect Motivation?
• Extrinsic Rewards
• Intrinsic Rewards
17-18
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Equity Theory
• Ratio of Personal Outcomes to Inputs
• External Comparisons
• Comparisons to Specific Other Individuals
• Comparisons to Another Reference Group
• Comparisons to General Occupational
Classifications
• Adjusting for Equity Gaps
17-19
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Methods of
Motivating Employees
• Enhance Commitment to Goals
• Strengthen Effort-performance-reward
Expectancies
• Clarify Performance-reward Linkages
• Provide Performance Feedback
• Provide Salient Rewards
17-20
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Reinforce the Right Behavior
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Behavior Modification
Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
17-21
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Methods of
Motivating Employees
• Reward in a Timely Manner
• Continuous Reinforcement
• Intermittent Reinforcement
• Administer Rewards
Equitably
17-22
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Motivate Intrinsically
• Empower Employees
to Achieve
• Make Opportunities to
Learn Available
17-23
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Tie Pay to Performance
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Piecework or Standard-hour Systems
Merit Pay
Bonus and Profit-sharing Plans
Gainsharing Plans
17-24
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Redesign Jobs
• Combine Tasks
• Load Jobs Vertically
• Open Feedback
Channels
• Establish Client
Relationships
• Form Natural Work
Teams
17-25
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