© 2004 wadsworth, a division of thomson learning, inc 1 employee motivation
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© 2004 Wadsworth, a division of Thomson Learning, Inc 3 Individual Differences in Motivation Self-esteem –Chronic –Situational –Socially influenced Need for achievement Intrinsic motivationTRANSCRIPT
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Employee Motivation
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Free WriteDescribe a job in which you were motivated to perform well. Why do you think you were so
motivated? Describe a job in which you were not very motivated? Why the lack of motivation?
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Individual Differences in Motivation
• Self-esteem– Chronic– Situational– Socially influenced
• Need for achievement• Intrinsic motivation
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© 2004 Wadsworth, a division of Thomson Learning, Inc
What is Your Level of Self-Esteem?Exercise 9-1
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© 2004 Wadsworth, a division of Thomson Learning, Inc
What is Your Level of Intrinsic Motivation?Exercise 9-2
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Increasing Self-Esteem• Self-esteem workshops• Experience with success
– self-fulfilling prophecy– trying new experiences and taking little steps
• Supervisor behavior– Pygmalion effect– Golem effect
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Need for Achievement
• McClelland (1961)• Need for achievement• Need for affiliation• Need for power
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Japan’s Work Ethic (CNN Video1998)
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Employee Values and Expectations
• Have the employee’s expectations been met?– Realistic job previews (RJPs)– Job descriptions
• Have the employee’s needs, values and wants been met?– Maslow’s Needs Hierarchy– ERG Theory– Two-factor Theory
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Basic Biological Needs
Maslow’s Need Hierarchy
Safety NeedsSocial Needs
Ego Needs
Self-Actualization Needs
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© 2004 Wadsworth, a division of Thomson Learning, Inc
ERG Theory
• Growth• Relatedness• Existence
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Two-Factor Theory
• Motivators– Responsibility– Growth– Challenge– Job control
• Hygiene factors– Pay– Benefits– Coworkers– Security
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Comparison of Needs Theories
PhysicalExistence
SafetyHygiene Factors
RelatednessSocial
EgoMotivatorsGrowth
Self-actualization
Two-FactorERGMaslow
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Setting Goals
• Specific• Measurable• Difficult but attainable• Relevant• Time bound• Employee participation
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Setting GoalsCD-ROM Exercise
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Providing Feedback• Positive Feedback
– should be specific– should be sincere– should be timely
• Negative Feedback– should be constructive– concentrate on behaviors– always give in private
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What examples have you had in on the job feedback? How successful were they?
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Office Space (DVD Segment 13)
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© 2004 Wadsworth, a division of Thomson Learning, Inc
9 to 5 (DVD Segment 5: The Xerox Room)
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Rewarding Excellent Performance
• Timing of the reward• Contingency of the
reward• Type of reward
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© 2004 Wadsworth, a division of Thomson Learning, Inc
The Premack Principle
• Different things reinforce different people• We can get people to engage in behaviors they
don’t like (e.g., studying) by reinforcing them with the opportunity to engage in behaviors they like better (e.g., taking out the trash)
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Sample Reinforcement Hierarchy
- Money- Time off from work- Lunch time- Working next to Wanda- Supervisor praise- Running the press- Getting printing plates- Throwing out oily rags- Typesetting- Cleaning the press
Least Desired
Most Desired
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Your Own Reinforcement HierarchyExercise 9-3
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Financial Incentive Plans• Individual Incentive Plans
– pay for performance– merit pay
• Organizational Incentive Plans– profit sharing– gainsharing– stock options
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Variable PayIndividualGroupOther methods•Recognition•TravelAdjustments• Location (COLAs)• ShiftBase Pay• Market value• Job evaluationBenefits: Health care etc.
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Why was the internet bust such a big deal for so many people?
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© 2004 Wadsworth, a division of Thomson Learning, Inc
CNN Video (2000) - Motivation
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Punishing Poor Performance
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Treating Employees FairlyEquity and Keeping Promises
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Are Rewards And Resources Given Equitably?
• Equity Theory• Components
– inputs– outputs– input/output ratio
• Possible Situations– underpayment– overpayment– equal payment
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Equity Theory
• Underpayment– Work less hard– Become more selfish– Lower job satisfaction
• Overpayment– No guilt feelings– Work harder– Become more team
oriented
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Using Equity TheoryCD-ROM Exercise
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Expectancy Theory
• Expectancy• Instrumentality• Valence
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Motivation Level of Other EmployeesSocial Learning
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Applied I/O Psych Segment 1
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Exercise 9-4: Case Study
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© 2004 Wadsworth, a division of Thomson Learning, Inc
Exercise 9-5: Your Own Theory