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• Effort put forth on the job.

• Motivation starts with good employee morale, the mental attitude of employees toward their employer and jobs.

• Poor morale shows up through absenteeism, employee turnover, strikes, falling productivity.

Motivation

• Maslow’s hierarchy of needs:

• A satisfied need is not a motivator;

• People’s needs are arranged in a hierarchy of importance; once they satisfy one need, at least partially, another emerges and demands satisfaction.

– Physiological needs

– Safety needs

– Social (belongingness) needs

– Esteem needs (status, self respect )

– Self-actualization (self fulfillment) needs

Maslow’s Hierarchy

of Needs Theory

Herzberg’s Two-

Factor Theory

Hygiene Factors• Job Environment• Salary• Job Security• Personal Life• Working Conditions• Status• Interpersonal Relations• Supervision• Company Policies

Motivator Factors• Achievement• Recognition• Advancement• The job itself• Growth Opportunities• Responsibility

Expectancy Theory

and Equity Theory

Expectancy Theory –

• Systematically gather information to find out what employees want from their jobs

• Clearly link rewards to individual performance

• Empower employees to make decisions which enhance expectancy perceptions

Equity Theory –

• Inputs– employee

contributions to the organization

• Outcomes– rewards employees

receive from the organization

• Goal: target, objective, or result that someone tries to accomplish.

• Goal-setting theory - people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement.

Goal-Setting

Theory

Theory XWorkers

Dislike Work

Avoid Responsibility

Little Ambition

Theory YWorkers

Enjoy Work

Accept Responsibility

Self-Directed

• Systematic and organized approach that allows managers to focus on attainable goals and achieve the best results.

• MBO helps motivate individuals by aligning their objectives with the goals of the organization.

• MBO Principals:– A series of related organizations, goals, and objectives– Specific objectives for each individual– Participative decision making– Set time period to accomplish goals– Performance evaluation and feedback

Management by

Objective

Job enlargement: job design that expands an employee’s responsibilities by increasing the number and variety

of tasks assigned to the worker.

Job Design &

Motivation

Job enrichment: change in job duties to increase employees’ authority in planning their work, deciding how

it should be done, and learning new skills.

Chapter 13Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10

Motivating with the Integrated Model

• Two assumptions manager make about employees, according to psychologist Douglas McGregor:

• Theory X: employees dislike work and try to avoid it whenever possible; managers must coerce or control them or threaten punishment to achieve the organization’s goals.

• Theory Y: typical person likes work and learns to accept and seek responsibilities; managers assume creative people solve work-related problems.

Motivating with the Integrated Model

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