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ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of est !laba"aThe University of est !laba"a
#!R$ COU%TER
#otivatin&#otivatin&
E"'loyeesE"'loyees
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hat Is #otivation1hat Is #otivation1
• MotivationMotivation
Is the result of an interaction between the person andIs the result of an interaction between the person and
a situation; it is not a personal trait.a situation; it is not a personal trait.
Is the process by which a person’s efforts areIs the process by which a person’s efforts are
energized, directed, and sustained towards attainingenergized, directed, and sustained towards attaininga goal.a goal.
Ener&y2Ener&y2 a measure of intensity or drive.a measure of intensity or drive.
3ire,tion23ire,tion2 toward organizational goalstoward organizational goals
Persisten,e2Persisten,e2 exerting effort to achieve goals.exerting effort to achieve goals.
Motivation wors best when individual needs areMotivation wors best when individual needs are
compatible with organizational goals.compatible with organizational goals.
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Early Theories of #otivationEarly Theories of #otivation
• Maslow’s !ierarchy of "eedsMaslow’s !ierarchy of "eeds
• Mac#regor’s $heories % and &Mac#regor’s $heories % and &
• !erzberg’s $wo'(actor $heory!erzberg’s $wo'(actor $heory
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Early Theories of #otivationEarly Theories of #otivation
• Maslow’s !ierarchy of "eeds $heoryMaslow’s !ierarchy of "eeds $heory
"eeds were categorized as five levels of lower' to"eeds were categorized as five levels of lower' to
higher'order needs.higher'order needs. Individuals must satisfy lower'order needs before they canIndividuals must satisfy lower'order needs before they can
satisfy higher order needs.satisfy higher order needs.
)atisfied needs will no longer motivate.)atisfied needs will no longer motivate. Motivating a person depends on nowing at what level thatMotivating a person depends on nowing at what level that
person is on the hierarchy.person is on the hierarchy.
!ierarchy of needs!ierarchy of needs
*ower'order +external- physiological, safety*ower'order +external- physiological, safety !igher'order +internal- social, esteem, self'actualization!igher'order +internal- social, esteem, self'actualization
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E7hibit /0E7hibit /0 #aslow8s Hierar,hy of Needs#aslow8s Hierar,hy of Needs
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Early Theories of #otivation 9,ont8d:Early Theories of #otivation 9,ont8d:
• Mc#regor’s $heory % and $heory &Mc#regor’s $heory % and $heory &
$heory %$heory % ssumes that worers have little ambition, dislie wor, avoid ssumes that worers have little ambition, dislie wor, avoid
responsibility, and re/uire close supervision.responsibility, and re/uire close supervision.
$heory &$heory & ssumes that worers can exercise self'direction, desire ssumes that worers can exercise self'direction, desire
responsibility, and lie to wor.responsibility, and lie to wor.
ssumption- ssumption- Motivation is maximized by participative decision maing,Motivation is maximized by participative decision maing,
interesting 0obs, and good group relations.interesting 0obs, and good group relations.
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Early Theories of #otivation 9,ont8d:Early Theories of #otivation 9,ont8d:
• !erzberg’s Motivation'!ygiene $heory!erzberg’s Motivation'!ygiene $heory
1ob satisfaction and 0ob dissatisfaction are created by1ob satisfaction and 0ob dissatisfaction are created by
different factors.different factors.
Hy&iene fa,tors2Hy&iene fa,tors2 extrinsic +environmental factors that createextrinsic +environmental factors that create
0ob dissatisfaction. 0ob dissatisfaction.
#otivators2#otivators2 intrinsic +psychological factors that create 0obintrinsic +psychological factors that create 0ob
satisfaction.satisfaction.
ttempted to explain why 0ob satisfaction does not ttempted to explain why 0ob satisfaction does not
result in increased performance.result in increased performance.
$he opposite of satisfaction is not dissatisfaction, but rather$he opposite of satisfaction is not dissatisfaction, but rather
no satisfaction.no satisfaction.
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E7hibit /0)E7hibit /0) Her<ber&8s #otivation=Hy&iene TheoryHer<ber&8s #otivation=Hy&iene Theory
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E7hibit /04E7hibit /04 Contrastin& ?iews of Satisfa,tion=3issatisfa,tionContrastin& ?iews of Satisfa,tion=3issatisfa,tion
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Conte"'orary Theories of #otivationConte"'orary Theories of #otivation
• $hree'"eeds $heory$hree'"eeds $heory
• #oal')etting $heory#oal')etting $heory
• 2einforcement $heory2einforcement $heory
• 3esigning Motivating 1obs3esigning Motivating 1obs
• 4/uity $heory4/uity $heory
• 4xpectancy $heory4xpectancy $heory
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#otivation and Needs#otivation and Needs
• $hree'"eeds $heory +Mc5lelland$hree'"eeds $heory +Mc5lelland
$here are three ma0or ac/uired needs that are ma0or$here are three ma0or ac/uired needs that are ma0or
motives in wor.motives in wor.
Need for a,hieve"ent 9n!,h:Need for a,hieve"ent 9n!,h:
6 $he drive to excel and succeed$he drive to excel and succeed Need for 'ower 9nPow:Need for 'ower 9nPow:
6 $he need to influence the behavior of others$he need to influence the behavior of others
Need of affiliation 9n!ff:Need of affiliation 9n!ff:
6 $he desire for interpersonal relationships$he desire for interpersonal relationships
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#otivation and @oals#otivation and @oals
• #oal')etting $heory#oal')etting $heory
7roposes that setting goals that are accepted,7roposes that setting goals that are accepted,
specific, and challenging yet achievable will result inspecific, and challenging yet achievable will result in
higher performance than having no or easy goals.higher performance than having no or easy goals.
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E7hibit /06E7hibit /06 @oal=Settin& Theory@oal=Settin& Theory
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#otivation and Behavior #otivation and Behavior
• 2einforcement $heory2einforcement $heory
ssumes that a desired behavior is a function of its ssumes that a desired behavior is a function of its
conse/uences, is externally caused, and if reinforced,conse/uences, is externally caused, and if reinforced,
is liely to be repeated.is liely to be repeated.
7ositive reinforcement is preferred for its long'term effects on7ositive reinforcement is preferred for its long'term effects on
performanceperformance
Ignoring undesired behavior is better than punishment whichIgnoring undesired behavior is better than punishment which
may create additional dysfunctional behaviors.may create additional dysfunctional behaviors.
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3esi&nin& #otivatin& Aobs3esi&nin& #otivatin& Aobs
• 1ob 3esign1ob 3esign
$he way into which tass can be combined to form$he way into which tass can be combined to form
complete 0obs.complete 0obs.
(actors influencing 0ob design-(actors influencing 0ob design- 5hanging organizational environment8structure5hanging organizational environment8structure
$he organization’s technology$he organization’s technology
4mployees’ sill, abilities, and preferences4mployees’ sill, abilities, and preferences
1ob enlargement1ob enlargement Increasing the 0ob’s scope +number and fre/uency of tassIncreasing the 0ob’s scope +number and fre/uency of tass
1ob enrichment1ob enrichment Increasing responsibility and autonomy +depth in a 0ob.Increasing responsibility and autonomy +depth in a 0ob.
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E7hibit /0>E7hibit /0> Si"'lified E7'e,tan,y #odelSi"'lified E7'e,tan,y #odel
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Crrent Isses in #otivationCrrent Isses in #otivation
•Motivating 9ni/ue #roups of :orersMotivating 9ni/ue #roups of :orers
Motivating a diverse worforce through flexibility-Motivating a diverse worforce through flexibility-
Men desire more autonomy than do women.Men desire more autonomy than do women.
:omen desire learning opportunities, flexible wor:omen desire learning opportunities, flexible wor
schedules, and good interpersonal relations.schedules, and good interpersonal relations.
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Crrent Isses in #otivation 9,ont8d:Crrent Isses in #otivation 9,ont8d:
• (lexible :or81ob schedules(lexible :or81ob schedules
5ompressed wor wee5ompressed wor wee
*onger daily hours, but fewer days*onger daily hours, but fewer days
(lexible wor hours +flextime(lexible wor hours +flextime
)pecific weely hours with varying arrival, departure, lunch)pecific weely hours with varying arrival, departure, lunchand brea times around certain core hours during which alland brea times around certain core hours during which all
employees must be present.employees must be present.
1ob )haring1ob )haring
$wo or more people split a full'time 0ob.$wo or more people split a full'time 0ob.
$elecommuting$elecommuting
4mployees wor from home using computer lins.4mployees wor from home using computer lins.
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Crrent Isses in #otivation 9,ont8d:Crrent Isses in #otivation 9,ont8d:
• Motivating 5ontingent :orersMotivating 5ontingent :orers
pportunity to become a permanent employeepportunity to become a permanent employee
pportunity for trainingpportunity for training
4/uity in compensation and benefits4/uity in compensation and benefits
• Motivating *ow')illed, Minimum':ageMotivating *ow')illed, Minimum':age4mployees4mployees
4mployee recognition programs4mployee recognition programs
7rovision of sincere praise7rovision of sincere praise
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Crrent Isses in #otivation 9,ont8d:Crrent Isses in #otivation 9,ont8d:
• 3esigning ppropriate 2ewards 7rograms3esigning ppropriate 2ewards 7rograms
4mployee recognition programs4mployee recognition programs #iving personal attention and expressing interest, approval,#iving personal attention and expressing interest, approval,
and appreciation for a 0ob well done.and appreciation for a 0ob well done.
7ay'for'performance7ay'for'performance <ariable compensation plans that reward employees on the<ariable compensation plans that reward employees on the
basis of their performance-basis of their performance-
6 wage incentives, profit'sharing, and lump'sum bonuseswage incentives, profit'sharing, and lump'sum bonuses