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Motivating Office EmployeesMotivating Office Employees

Chapter 10Chapter 10

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Motivation is Affected by a Numberof Basic Human Traits

AbilityAptitudePerceptionsSelf-confidence

Values

InterestsEmotionsNeedsPersonality

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Ability--determines how capable an individualis to carry out designated job duties.

Aptitude--determines one’s potential forperforming specific tasks.

Perceptions--involves how one views his orher “world.”

Self-concept--involves how one perceiveshimself or herself.

Values--are a significant determinant of howone behaves.

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Interests--are a significant determinant of howone views his or her job.

Emotions--involves one’s feelings aboutsomething.

Needs--involves one’s motivation to attaincertain goals.

Personality--involves one’s openness, levelof aggression, level of patience, and level ofcooperation.

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Motivational Process

A person’s behavior is a response to stimuli associated with an inner state of disequilibrium resulting from a need, desire, or expectancy.

Disequilibrium state is accompanied by anticipationand produces behavior or actions directed towardgoal attainment.

Individual anticipates that goal achievement willproduce a satisfying experience, which will restore equilibrium.

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Theories of MotivationTheories of Motivation

Hierarchy of Needs Theory

Motivation-Hygiene Theory

Needs TheoryEquity Theory

Expectancy Theory

Reinforcement Theory

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Hierarchy of Needs TheoryHierarchy of Needs Theory

Developed by A. H. Maslow.

Human needs exist at 5 basic levels (in order).Physiological needsSafety needsBelonging and love needs

Esteem needs

Self-actualization needs

Higher level needs are unimportant untillower level needs are satisfied.

Higher level needs are unimportant untillower level needs are satisfied.

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Physiological Needs

Safety Needs

Belonging and Love Needs

Include food, water, oxygen, rest, muscular activity, and freedom from extreme danger.

Include clothing, shelter, and freedom fromphysical danger, as well as job security andfringe benefits for employed individuals.

Include the need for belonging to a group, needfor companionship, need for love or affection, and need for socializing.

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Esteem Needs

Self-actualization Needs

Include self-esteem and esteem of others.

Self-esteemSelf-esteem

Esteem ofothers

Esteem ofothers

Includes desire for achievement,self-respect, confidence, mastery.

Includes recognition, attention,prestige, status.

Refer to one’s desire to achieve maximumpotential, or to become what one is

capable of becoming.

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Motivation-Hygiene TheoryMotivation-Hygiene Theory

Developed by Frederick Herzberg.

Based on motivators and hygiene factors.

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Motivators Factors that produce positiveattitudes or job satisfaction;however, their absence doesnot necessarily produce jobdissatisfaction.

Achievement Responsibility

Recognition Advancement

Work itself Growth

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Hygiene Factors Factors that produce jobdissatisfaction; however, their presence at expectedlevels does not producejob satisfaction.

Company policy and administrationSupervisors and relationships with supervisors

Working conditions

Salary

Interpersonal relationsPersonal lifeRelationship with subordinatesStatus

Security

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Needs TheoryNeeds Theory

Developed by David McClelland.

Findings:

1. Individuals with high need for achievement willingly accept responsibility for their work and actions.2. Individuals with high need for power desire to control other people and have a strong influence on the behavior of others.3. Individuals with a high need for affiliation tend to be socially interactive.

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Equity TheoryEquity Theory

Motivation results from an individual’s desire toreduce feelings of inequity that result when he or shefinds

1. An imbalance in the ratio between his or her input and outcome.2. An imbalance when comparing his or her input-outcome ratio with that of others.

Employees react to imbalance ratio by

1. Altering their input level.2. Altering their outcome expectation.3. Changing the base of their input-outcome expectation.

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Expectancy TheoryExpectancy Theory

Developed by Victor Vroom.Theory states that the stronger the perceived relationship between effort and outcome, the higher the employee motivation will be.

Motivation occurs when these conditions are present:

1. The employee believes that additional effort will be worthwhile.2. The employee believes that higher perform- ance will result in greater outcomes or rewards.3. The employee places a high value on the outcomes or reward.

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Reinforcement Theory(1 or 2)

Reinforcement Theory(1 or 2)

Developed by B. F. Skinner.

Motivation is a function of the consequences of behavior.Behavior that is reinforced tends to be repeated; nonreinforced behavior tends not to be repeated.

Uses positive reinforcement, which is designed to increase the strength or frequency of desired behavior by positively reinforcing each occur- rence of desired behavior.

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Reinforcement Theory(2 or 2)

Reinforcement Theory(2 or 2)

Uses two types of rewards:

ContingentReward

ContingentReward

NoncontingentReward

NoncontingentReward

Reward is linked to a specificincident of an employee’sprevious behavior.

Reward is not linked to specific incident of anemployee’s behavior.

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GoalsAre an important componentof the process of motivatingemployees.

Employees without goals often lackmotivation.

Attributes of goals:

Concreteness of goals

Feedback on goal attainmentProbability of goal attainment

Participation in setting goalsAmount of dedication in goal attainment

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Employees’Values

An important componentof motivation, changefrom time to time.

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2. More leisure time.

3. Having rewards related to job performance.

5. Participating in decisions about things that affect them.

Contemporary employees desire

4. Work that is challenging and worthwhile.

1. Having achievement recognized by the organization.

6. Effective communication from management.

7. Job-related growth opportunities.8. Increased job creativity.

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Techniques Used to Motivate EmployeesTechniques Used to Motivate Employees

Job enrichment

Employee participation

Management by objectives

Flextime

Incentives

Job sharing

Team building

Self-management work teams

Gain sharing

Telecommuting

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FrustrationOften results when employees are unable to succeed in goal attainment.

Frustration is exhibited inseveral ways

1. Selecting alternative goals they can accomplish.2. Becoming aggressive.3. Becoming anxious.4. Developing a defense mechanism.5. Taking corrective action.