general management- motivating employees
TRANSCRIPT
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Prof. Rushen Chahal
General Management
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Prof. Rushen Chahal
L E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.
What Is Motivation?
Define motivation.
Explain motivation as a need-satisfying process.
Early Theories of Motivation Describe the five levels in Maslows hierarchy and how
Maslows hierarchy can be used in motivational efforts.
Discuss how Theory X and Theory Y managers approach
motivation.
Describe Herzbergs motivation-hygiene theory.
Explain Herzbergs views of satisfaction and
dissatisfaction.
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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.
Contemporary Theories of Motivation
Describe the three needs McClelland proposed as being
present in work settings.
Explain how goal-setting and reinforcement theoriesexplain employee motivation.
Describe the job characteristics model as a way to design
motivating jobs.
Discuss the motivation implications of equity theory.
Contrast distributive justice and procedural justice.
Explain the three key linkages in expectancy theory and
their role in motivation.
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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.
Current Issues in Motivation
Describe the cross-cultural challenges of motivation.
Discuss the challenges managers face in motivating
unique groups of workers. Describe open-book management and employee
recognition, pay-for-performance, and stock option
programs.
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What Is Motivation?
Motivation
The processes thataccount foranindividuals
willingness to exert high levels ofeffortto reach
organizational goals, conditioned by the efforts
ability to satisfy some individualneed.
Effort: ameasure ofintensity ordrive.
Direction: towardorganizationalgoals
Need: personalized reasonto exert effort
Motivation works best whenindividualneeds arecompatible with organizationalgoals.
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Exhibit 16.1Exhibit 16.1
The Motivation Process
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What Is Motivation?
Need
Aninternal state thatmakes certainoutcomes appear
attractive.
Anunsatisfiedneedcreates tension which is reduced
by anindividuals efforts to satisfy the need.
Early Theories ofMotivation
Maslows Hierarchy ofNeeds
MacGregors Theories X and Y
Herzbergs Motivation-Hygiene Theory
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Early Theories of Motivation
Maslows Hierarchy ofNeeds Theory
Needs were categorizedas five levels oflower- to
higher-orderneeds.
Individuals must satisfy lower-orderneeds before they
can satisfy higherorderneeds.
Satisfiedneeds willnolongermotivate.
Motivatinga persondepends on knowingat whatlevel
that personis onthe hierarchy.
Hierarchy ofneeds Lower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualization
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Exhibit 16.2Exhibit 16.2
Maslows Hierarchy of Needs
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Early Theories of Motivation (contd)
McGregors Theory X and Theory Y
Theory X
Assumes that workers have little ambition, dislike work,
avoid responsibility, and require close supervision.
Theory Y
Assumes that workers can exercise self-direction,
desire responsibility, andlike to work.
Motivationis maximized by participative decision
making, interesting jobs, andgoodgroup relations.
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Early Theories of Motivation (contd)
Herzbergs Motivation-Hygiene Theory
Job satisfactionand job dissatisfactionare created by
different factors.
Hygiene factors: extrinsic (environmental) factors that
create job dissatisfaction.
Motivators: intrinsic (psychological) factors thatcreate
job satisfaction.
Attemptedto explain why job satisfactiondoes not
resultinincreased performance.The opposite of satisfactionis notdissatisfaction, but
ratherno satisfaction.
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Exhibit 16.3Exhibit 16.3
Herzbergs Motivation-Hygiene Theory
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Exhibit 16.4Exhibit 16.4
Contrasting Views of Satisfaction-
Dissatisfaction
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Contemporary Theories of Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory DesigningMotivatingJobs
Equity Theory
Expectancy Theory
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Motivation and Needs
Three-Needs Theory
There are three majoracquiredneeds thatare major
motives in work.
Need for achievement (nAch)
The drive to exceland succeed
Need for power (nPow)
The needtoinfluence the behaviorofothers
Need of affiliation (nAff)
The desire forinterpersonal relationships
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Exhibit 16.5Exhibit 16.5
Examples of Pictures Used for Assessing Levels of
nAch, nAff, and nPow
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Motivation and Goals
Goal-Setting Theory
Proposes that settinggoals thatare accepted,
specific, andchallenging yetachievable will resultin
higher performance than havingnoor easy goals.
Benefits ofParticipationinGoal-Setting
Increases the acceptance ofgoals.
Fosters commitmenttodifficult, publicgoals.
Provides for self-feedback (internallocus ofcontrol)thatguides behaviorandmotivates performance (self-
efficacy).
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Exhibit 16.6Exhibit 16.6
Goal-Setting Theory
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Motivation and Behavior
Reinforcement Theory
Assumes thatadesired behavioris a functionofits
consequences, is externally caused, andif reinforced,
is likely to be repeated.
Positive reinforcementis preferred forits long-term
effects on performance
Ignoringundesired behavioris betterthan punishment
which may create additionaldysfunctional behaviors.
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Designing Motivating Jobs
Job Design
The way into which tasks can be combinedto form
complete jobs.
Factors influencing job design:
Changingorganizational environment/structure
The organizations technology
Employees skill, abilities, and preferences
Job enlargement
Increasingthe scope (numberoftasks)ina job.
Job enrichment
Increasing responsibility andautonomy (depth)ina job.
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Designing Motivating Jobs (contd)
Job Characteristics Model (JCM)
Aconceptual framework fordesigningmotivating jobs
thatcreate meaningful work experiences that satisfy
employeesgrowth needs.
Five primary job characteristics:
Skill variety: how many skills andtalents are needed?
Task identity: does the job produce acomplete work?
Task significance: how importantis the job?
Autonomy: how much independence does the jobholder
have?
Feedback: do workers know how wellthey are doing?
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Exhibit 16.7Exhibit 16.7
Job Characteristics Model
Source: J.R. HackmanandJ.L. Suttle (eds.). Improving Life at Work
(Glenview, IL: Scott, Foresman, 1977). With permissionofthe authors.
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Exhibit 16.8Exhibit 16.8
Guidelines for Job Redesign
Source: J.R. HackmanandJ.L. Suttle (eds.). Improving Life at Work
(Glenview, IL: Scott, Foresman, 1977). With permissionofthe authors.
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Designing Motivating Jobs (contd)
Suggestions for Usingthe JCM
Combine tasks (job enlargement)tocreate more
meaningful work.
Create natural work units tomake employees work
importantand whole.
Establish externalandinternalclient relationships to
provide feedback.
Expand jobs vertically (job enrichment) by giving
employees more autonomy.
Open feedback channels tolet employees know how
wellthey are doing.
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Motivation and Perception
Equity Theory
Proposes that employees perceive whatthey get from
a job situation (outcomes)in relationto whatthey put
in (inputs)andthencompare theirinputs-outcomes
ratio with the inputs-outcomes ratios of relevantothers.
Ifthe ratios are perceivedas equalthena state of
equity (fairness) exists.
Ifthe ratios are perceivedas unequal, inequity existsandthe person feels under- orover-rewarded.
Wheninequities occur, employees willattempttodo
somethingto rebalance the ratios (seek justice).
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Motivation and Perception (contd)
Equity Theory (contd)
Employee responses to perceivedinequities:
Distortownorothers ratios.
Induce others tochange theirowninputs oroutcomes.
Change owninputs (increase ordecrease efforts)or
outcomes (seek greater rewards).
Choose adifferentcomparison (referent)other (person,
systems, or self).
Quittheir job.Employees are concerned with both the absolute and
relative nature oforganizational rewards.
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Exhibit 16.9Exhibit 16.9
Equity Theory
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Motivation and Perception (contd)
Equity Theory (contd)
Distributive justice
The perceived fairness ofthe amountandallocationof
rewards amongindividuals (i.e., who received what).
Influences an employees satisfaction.
Distributive
The perceived fairness ofthe process use todetermine
the distributionof rewards (i.e., how who received
what). Affects an employees organizationalcommitment.
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Motivation, Perception, and Behavior
Expectancy Theory
States thatanindividualtends toactinacertain way
basedonthe expectationthatthe act will be followed
by agivenoutcome andonthe attractiveness ofthat
outcome tothe individual.
Key tothe theory is understandingandmanaging
employee goals andthe linkages amongand
between effort, performance and rewards.
Effort: employee abilities andtraining/development
Performance: validappraisal systems
Rewards (goals): understanding employee needs
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Exhibit 16.10Exhibit 16.10
Simplified Expectancy Model
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Motivation, Perception, and Behavior
(contd) Expectancy Relationships
Expectancy (effort-performance linkage)
The perceived probability thatanindividuals effort will
resultinacertainlevelof performance.
Instrumentality
The perceptionthata particularlevelof performance
will resultinthe attainingadesiredoutcome (reward).
ValenceThe attractiveness/importance ofthe performance
reward (outcome)tothe individual.
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Exhibit 16.11Exhibit 16.11
Integrating
Contemporary
Theories ofMotivation
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Current Issues in Motivation
Cross-CulturalChallenges
Motivational programs are mostapplicable incultures
where individualism andquality of life are cultural
characteristics
Uncertainty avoidance of some cultures invertsMaslows needs hierarchy.
The need forachievement (nAch)is lackinginother
cultures.
Collectivistcultures view rewards as entitlements tobe distributed basedonindividualneeds, notindividual
performance.
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Current Issues in Motivation (contd)
Cross-CulturalConsistencies
Interesting work is widely desired, as is growth,
achievement, and responsibility.
Motivating Unique Groups of Workers
Motivatingadiverse workforce through flexibility:
Mendesire more autonomy thando women.
Womendesire learningopportunities, flexible work
schedules, andgoodinterpersonal relations.
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Current Issues in Motivation (contd)
Flexible Work/Job schedules
Compressed work week
Longerdaily hours, but fewerdays
Flexible work hours (flextime)
Specific weekly hours with varyingarrival, departure,
lunch and break times aroundcertaincore hours during
which all employees must be present.
Job Sharing
Twoormore people splita full-time job.
Telecommuting
Employees work from home usingcomputerlinks.
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Current Issues in Motivation (contd)
MotivatingProfessionals
Characteristics of professionals
Strongandlong-termcommitmenttotheir fieldof
expertise.
Loyalty is totheir profession, nottothe employer.
Have the needto regularly update their knowledge.
Dontdefine their workweek as 8:00amto 5:00 pm.
Motivators for professionals
Job challenge
Organizational supportoftheir work
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Current Issues in Motivation (contd)
MotivatingContingent Workers
Opportunity to become a permanent employee
Opportunity fortraining
Equity incompensationand benefits
Motivating Low-Skilled, Minimum-Wage
Employees
Employee recognition programs
Provisionof sincere praise
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Current Issues in Motivation (contd)
DesigningAppropriate Rewards Programs
Open-book management
Involving employees in workplace decision by opening
up the financial statements ofthe employer.
Employee recognition programs
Giving personalattentionand expressinginterest,
approval, andappreciation fora job welldone.
Pay-for-performance
Variable compensation plans that reward employees onthe basis oftheir performance:
Piece rates, wage incentives, profit-sharing, andlump-sum
bonuses
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Exhibit 16.12bExhibit 16.12b
Recommendations forDesigning Stock Options
* Vesting refers tothe time thatmust pass before a personcan exercise the option.
Source: P. Brandes, R. Dharwadkar, andG.V. Lemesis, Effective Employee Stock
OptionDesign:Reconciling Stakeholder, Strategic, andMotivational Factors,Academy of Management Executive, February 2003, p. 84.
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Exhibit 16.12bExhibit 16.12b
Recommendations forDesigning Stock Options
Source: P. Brandes, R. Dharwadkar, andG.V. Lemesis, Effective Employee Stock
OptionDesign:Reconciling Stakeholder, Strategic, andMotivational Factors,Academy of Management Executive, February 2003, p. 84.
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From Theory to Practice:
Guidelines for Motivating Employees Recognize individual
differences
Match people to jobs Use goals
Ensure that goals are
perceived as attainable
Individualize rewards
Link rewards to
performance
Check the system forequity
Use recognition
Dont ignore money