man lecture 8

8/8/2019 Man Lecture 8

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Chapter Twelve

MotivatingEmployees: AchievingSuperior Performance

in the Workplace



Learning Outcome• State the various theories,

principles and concepts of individual behavior inorganizational setting.

• Understand basic leadershipstyles and motivation in differentwork environments.



McGraw -Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

v Motivation: may be definedas the psychologicalprocesses that arouse anddirect goal-directedbehavior.



A SIMPLE MODEL OF MOTIVATION

UnfulfilledNeedDesire iscreated tofulfill a

need as forfood,safety,recognition

MotivationYou searchfor waysto satisfythe need

BehavioursYou choose a typeof behaviour youthink might satisfyneed

RewardsTwo types of rewards satisfy –

extrinsic or intrinsic

Feedback – reward informs you whetherbehaviour worked and should be used again




Extrinsic and Intrinsic Rewards

v Extrinsicrew ard: is thepayoff such as

money, apersonreceives fromothers for

performing aparticular task.

v Intrinsicrew ard: is thesatisfactionsuch as afeeling of accomplishment a person

receives fromperforming aparticular task.




You Want to Motivate People To:

v Join your organizationv Stay w ith your organizationv Show up for w ork at your

organizationv P erform better for your

organizationv Do extra for your organization



Major P erspectives onMajor P erspectives onMotivationMotivation

#Content

#Process

#Reinforcement

#Job Design



Content perspectives onContent perspectives onemployees motivationemployees motivation

Contents perspectives include 3 theories:

• Maslow ’ s hierarchy of needs theory

• Herzberg ’ s two-factor theory

•McClelland

’

s acquired needs theory




Maslow ’ s Hierarchy of Needs: What theOrganization Can Do



Characteristics What organization can do

5. Self actualization needs - Need forfulfillment increasing competence,

using abilities to the fullest

Offer training, creativity,promotion, employee control over

job4. Esteem needs - Need for self respect, status, reputation,recognition, self confidence

Offer recognition, statuschallenges, merit pay, employeeparticipation in making decisions

3. Belonging needs - Need for love,friendship, affection

Offer interaction with others,participation in workgroup, goodrelationships with supervisors

2. Safety needs - Need for physicalsafety, emotional security, avoidenceof violence

Offer safe working conditions, job security, health and retirementbenefits

1. Physiological needs - Need forfood, clothing, shelter

Offer adequate ventilation, heat,water, base pay




Herzberg ’s two-factor theory: Form DissatisfyingFactors to Satisfying Factors

v Two-factor theory: proposed thatwork satisfaction and dissatisfactionarise from two different factors —

work satisfaction from so-calledmotivating factors and workdissatisfaction from so-calledhygiene factors.




Herzberg ’ s Two-Factor Theory: Satisfaction versusDissatisfaction



Motivating factors§ ‘ what will make my people satisfied ’

§ Achievement, Recognition, The work itself,Responsibility, Advancement & growth

NO SATISFACTION SATISFACTION

DISSASTISFACTI NO DISSASTIFACTION

NEUTRAL : NEITHER SATISFIED NOR DISSASTIFIED

Hygiene factors§ ‘ what will make my people dissatisfied ’

§ Pay & security, working conditions, interpersonalrelationships, company policy, supervisors




McClelland ’ s acquired needs theory

v Acquired needs theory: states thatthree needs are major motivesdetermining people ’ s behavior inthe workplace:

v Need for achievement – “ I need toexcel at tasks ”

v Need for affiliation – “ I need close

relationship”

v Need for pow er – “ I need tocontrol others ”




McClelland ’ s Three Needs

Power

Achieve-ment A “well-balanced

individual”

Affiliation

PowerA “control freak ”

Achieve-ment Affiliation



P rocess P erspectives onEmployee Motivation

• Process Perspectives are concernedwith the thought processes by whichpeople decide how to act

• 3 process perspectives onmotivation:- E x p e c t a n c y t h e o r y

- Eq u i t y t h e or y - G o a l - s e t t i n g t h e o r y




Process Perspectives: Expectancyv Expectancy theory: suggests that

people are motivated by two things:1) how much they want something2) how likely they think they are to get it.

(assuming they have choices, peoplewill make the choice that promise themthe greatest reward if they think theycan get it)

v Three Parts:v Expectancyv Instrumentalityv Valence



Three Major Elements ofExpectancy Theory

v Expectancy: is the belief that aparticular level of effort will lead

to a particular level of performance. (effort-to-performance expectancy) “

Will I be able to perform at thedesired level on a task? ”



v Instrumentality: is the expectationthat successful performance of thetask will lead to the outcomedesired. (performance-to-rewardexpectancy) “ What outcome will I receive if Iperform at this level? ”

v Valence: is value, the importance a

worker assigns to the possibleoutcome or reward. “ How much do I want the outcome? ”




Expectancy Theory: The Major Elements

EffortI exert

aneffort …

Performance… a particularlevel of task

performance …

Outcomes… certainoutcomes

ValenceInstrumentalityExpectancy

… inordertoachieve

..

… sothatI canrealize

..




Using Expectancy Theory to MotivateEmployees

v W hat rew ards do your employeesvalue?

v W hat are the job objectives and the

performance level you desire?v Are the rew ards linked to

performance?v Do employees believe you w ill

deliver the right rew ards for theright performance?




Process Perspectives: Equity

v Equity theory: focuses onemployee perceptions as tohow fairly they think theyare being treated comparedto others.




Equity Theory: How People PerceiveThey are Being Treated



My inputs‘ what does it seem

like I am puttinginto the job? ’ : time, training, etc

Their inputs‘ what does it seem

like they are puttinginto the job? ’ : time, training, etc

My outputs‘ what does it seem

like I am gettingout the job? ’

:pay, benefits,praise, etc

My outputs‘ what does it seem

like they are gettingout the job? ’ :pay,

Benefits, praise, etc

Equity is perceivedI’ m satisfied andso I won ’ t change

my behaviour

Equity is perceivedI’ m dissatisfied and

so I will changemy behaviour

My inputs comparedwith other employees ’

inputs

My outputs (rewards)

compared with otheremployees ’ outputs

ComparisonHow does it seem the ratio of

my inputs and outputscompares with the ratio of

theirs ? Are they fair (equity)or unfair (unequity)

Equity Theory: How People Perceive They are BeingTreated



Using Equity Theory toUsing Equity Theory toMotivate EmployeesMotivate Employees

v Employee perceptions arew hat count

v Employee participationhelps

v Having an appeal processhelp




Some Ways Employees Try toReduce Inequity

v They w ill reduce their inputsv They w ill try to change the

outputs or rew ards they receivev They w ill distort the inequityv They w ill change the object of

comparisonv They w ill leave the situation




Process Perspectives: GoalSetting Theory

v Goal setting theory: suggeststhat employees can bemotivated by goals that are

specific and challenging butachievable.

v Specific goals increase

performance and difficult goals,when accepted, result in higherperformance than easy goals.




Three Elements of Goal-SettingTheory

v Goals should be specificv Goals should be challengingv Goals should be achievable




Using Goal-Setting Theory toMotivate Employees

v Set jointly w ith the employeev Are measurable

v Have a target date forattainment

v Have feedback (People will do well

when they get feedback on howwell they are progressing)




Reinforcement Perspectives onMotivation

v Reinforcement: is anything that causesa given behavior to be repeated orinhibited.

Positive Reinforcement: Giving RewardsNegative Reinforcement: Avoiding

Unpleasantness

Extinction: Withholding RewardsPunishment: Applying NegativeConsequences



What themanager wants

What theemployee wants

Manager s type of reinforcement

Resulting employeebehaviour

Improvedemployeeperformance“ I want youto workfaster ”

Improved

employeeperformance“ okay, I ’ mworkingfaster ”

Positive reinforcementRewards employee

improvement :“

you geta raise and promotion! ”

Increases chancesbehaviour will be

repeated :“

I’

ll keep upthe faster pace ”

Negative reinforcementAvoids employeereprimands: “ I’ m no

longer nagging you!”

Increases chancesbehaviour will berepeated : “ I’ ll keep up

the faster pace”

Employeeperformancenot improved“ I’ m workingat the pace Ialways have ”

ExtinctionWithholds employeerewards“ no praise, raises orpromotion ”

Reduces chancesbehaviour will berepeated : “ I’ ll have towork faster to receivepraises or raises ”

PunishmentReprimands anddisciplines employee:“ I’ m docking your pay ”

Reduces chancesbehaviour will berepeated : “ okay, I ’ llwork a bit faster fromnow on ”




Using Positive Reinforcement to MotivateEmployees

v Reward only desirable behaviorv Give rew ards as soon as

possiblev Be clear about w hat behavior is

desiredv Have different rew ards and

recognize individual differences



Using Punishment to MotivateEmployees

v Punish only undesirable behaviorv Give reprimands or disciplinary

action as soon as possiblev Be clear about what behavior is

undesirablev

Administer punishment in privatev Combine punishment and positive

reinforcement




Motivation Through Job Design

-fitting people to jobs (people willgradually adapt to any work situation)

#job simplification-fitting jobs to people (people want more

variety, challenges and responsibility)#job enlargement#job enrichment

Ø Job Design: the division of an

organization’ s work among its employeesand the application of motivational

theories to jobs to increase satisfaction.



v Job Simplification: the process of

reducing the number of tasks aworker performsv Job Enlargement: Increasing the

number of tasks in a job toincrease variety and motivation

v Job Enrichment: Building into a job motivating factors such as

responsibility, achievement,recognition, stimulating workand advancement.




The Job Characteristics Model

vJob characteristics model:consists of five core jobcharacteristics that affect three

psychological states of anemployee that in turn affectwork outcomes — the employee ’ s

motivation, performance andsatisfaction.



Characteristicsv Skill variety – “ how many different

skills does your job require? ”

v Task identity – “ How many differenttasks are required to complete thework? ”

v Task significance – “ how many otherpeople are affected by your job? ”

v Autonomy – “ How much discretion doesyour job give you? ”

v Feedback – “ How much do you find outhow well you ’ re doing? ”



Five core jobcharacteristics

Three psychologicalstress

Workoutcomes

•Skill variety

•Task identity•Tasksignificance

•autonomy

• feedback

•Experienced

meaningfulnessof work

•Experiencedresponsibility

for workoutcomes• Knowledge of actual resultsof the work

• High workmotivation

• High workperformance

• High work

satisfaction• Low

absenteeism &turnover

Contingency factorsDegree to which individuals want personal and psychologicaldevelopment-Knowledge & skill -Desire for personal growth -Context satisfactions



Reference• Chapter 12• Kinicki, A., & Williams, B.K.

(2006). Management: Apractical introduction. (4thed.). New York: McGraw-Hill.

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