management richard l. daft. motivating employees chapter 17
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MANAGEMENT
RICHARD L. DAFT
Motivating Employees
CHAPTER 17
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
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Learning Outcomes
• Define motivation and explain the difference between current approaches and traditional approaches to motivation.
• Identify and describe content theories of motivation based on employee needs.
• Identify and explain process theories of motivation.
• Describe reinforcement theory and how it can be used to motivate employees.
• Discuss major approaches to job design and how job design influences motivation.
• Explain how empowerment heightens employee motivation.
• Describe ways that managers can create a sense of meaning and importance for employees at work.
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
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Are You Engaged or Disengaged?
• Employee Engagement
– Most people begin new jobs with energy and enthusiasm
– Employees can lose their drive
• Motivated and engaged employees contribute to organizational success
• But motivation is a challenge for managers….
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
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Concept of Motivation
Arousal, direction, and persistence of behavior
Employee motivation affects productivity.
A manager’s job is to channel motivation.
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Two Types of Rewards
Intrinsic rewards--satisfactions a person receives in the process of performing a particular action.
Extrinsic rewards--given by another person.
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A Simple Model of Motivation
• Motivation can lead to behaviors that reflect high performance within organizations.
• High employee motivation is related to high organizational performance and profits.
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Content Perspectives on
Motivation
• Hierarchy of Needs Theory
• ERG Theory
• Two-Factor Theory
• Acquired Needs Theory
These theories emphasize the needs that motivate people.
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Maslow’s Hierarchy of Needs
According to Maslow’s Theory, low-order needs take priority—they must be satisfied before higher-order needs are activated.
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Maslow’s Hierarchy of Needs
Once a need is satisfied, it declines in importance and the next higher need is activated
There are opportunities for fulfillment off the job and on the job in each of the five levels of needs
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ERG Theory
• ERG is a simplification of Maslow.
• Three categories of needs:– Existence needs. The needs for physical
well-being.– Relatedness needs. The needs for
satisfactory relationships with others.– Growth needs. The needs that focus on the
development of human potential and the desire for personal growth.
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Two-Factor Motivation Theory
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Acquired Needs Theory
• Need for Achievement. desire to accomplish something difficult, master complex tasks, and surpass others.
• Need for Affiliation. desire to form close personal relationships, avoid conflict, and establish warm friendships.
• Need for Power. desire to influence or control others.
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
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Process Perspectives on
Motivation
• Goal-Setting Theory
• Equity Theory
• Expectancy Theory
These theories explain how people select behavioral actions to meet their needs.
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Goal-Setting
• Specific, challenging targets significantly enhance people’s motivation and performance.
• Managers can improve performance by setting specific goals.
• Goal-setting theory requires:– Specific Goals– Difficult Goals– Acceptance– Feedback
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Equity Theory
Focuses on individuals’ perceptions of how fairly they are treated compared with others
Motivated to seek social equity in the rewards they expect for performance
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Methods for Reducing Perceived Inequities
• Change Work Efforts
• Change Outcomes
• Change Perceptions
• Leave the Job
Employees evaluate the perceived equity of their rewards compared to others’.
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Expectancy Theory
Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards
Focuses on the thinking process that individuals use to achieve rewards
Based on the effort, performance, and desirability of outcomes
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Major Elements of Expectancy Theory
Valence – the value or attraction an individual has for an outcome
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Reinforcement Perspective on Motivation
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Job Design for Motivation
Job Design - application of motivational theories to the structure of work
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Job Design for Motivation
Job Simplification - improve task efficiency by reducing the number of tasks
Job Rotation - moving employees from one job to another to provide them with variety and stimulation
Job Enlargement - combining a series of tasks into one new, broader job to give employees variety and challenge
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Job Design for Motivation
Job Enrichment - incorporating achievement, recognition, and other high-level motivators into the work
Work redesign – altering jobs to increase both the quality of employee’s work experience and their productivity
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Job Characteristics Model
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Innovative Ideas for Motivating
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Empowering People to Meet Higher Needs
Information - Employees receive information about company performance
Knowledge - Employees have knowledge and skills to contribute to company goals
Power - Employees have the power to make substantive decisions
Rewards - Employees are rewarded based on the company performance
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A Continuum of Empowerment
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Giving Meaning to Work Through Engagement
There is growing recognition that it is
the behavior of managers that makes the biggest difference in whether people feel
engaged at work.