Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Motivating and Motivating and Rewarding EmployeesRewarding Employees

FOM9-1

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Learning OutcomesLearning Outcomes•Describe the motivation process

•Define needs

• Explain the hierarchy of needs theory

•Differentiate Theory X from Theory Y

• Explain the motivational implications of the motivation-hygiene theory

•Describe the motivational implications of equity theory

FOM9-2

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Learning OutcomesLearning Outcomes(continued)(continued)

FOM9-3

• Describe how managers can design individual jobs to maximize employee performance

• Describe the effect of workforce diversity on motivational practices

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

MotivationMotivation

• Willingness

• High level of effort

• Satisfaction of individual need

FOM9-4

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Drives

SearchBehaviour

Tension Reductionof Tension

SatisfiedNeed

The Motivation ProcessThe Motivation Process

UnsatisfiedNeed

FOM9-5

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Maslow’sMaslow’sHierarchyHierarchyof Needsof Needs SelfSelf

EsteemEsteem

SocialSocial

SafetySafety

PhysiologicalPhysiological

FOM9-6

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Theory XTheory XEmployeesEmployees

Dislike WorkDislike Work

Avoid ResponsibilityAvoid Responsibility

Little AmbitionLittle Ambition

Theory YTheory YEmployeesEmployees

Enjoy WorkEnjoy Work

Accept ResponsibilityAccept Responsibility

Self-DirectedSelf-Directed

FOM9-7

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Herzberg’s Motivation-Motivation-Hygiene Hygiene Theory

Hygiene Factors Motivators

High HighJob Dissatisfaction Job Satisfaction0

• Quality of supervision• Salary and benefits• Company policies• Working conditions• Relations with others• Security and status

• Career advancement• Recognition• Work itself• Responsibility• Advancement•Growth

FOM9-8

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

The Three-Needs Theory

Affiliation(nAff)

Achievement(aAch)

Power(nPow)

FOM9-9

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

The JobThe JobCharacteristicsCharacteristics

ModelModel

Skill Variety

Task Identity

Task Significance

Autonomy

FeedbackFOM9-12

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Expand JobsVertically

Establish Client Relationships

Create NaturalWork Units

OpenFeedback Channels

Combine Tasks

Guidelines for Job Redesign

FOM9-15

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Integrating Contemporary Theories of Motivation

IndividualGoals

IndividualEffort

Goals DirectBehaviour

HighnAch

Ability

TaskComplexity

PerformanceEvaluation Criteria

PerformanceCriteria

Reinforcement DominantNeeds

TaskComplexity

EquityComparison

OrganizationRewards

IndividualPerformance

FOM9-17

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Motivating a Diverse Motivating a Diverse WorkforceWorkforce

• Flexibility

• Recognize

differences

• Accommodate

FOM9-18

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Pay-for-PerformancePay-for-Performance

• Piece rate

• Gainsharing

• Wage-incentive

• Profit-sharing

• Bonuses

FOM9-19

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Competency-Based Competency-Based CompensationCompensation

• Skills

• Knowledge

• Abilities

• Behaviour

FOM9-20

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Motivating Minimum-Motivating Minimum-Wage EmployeesWage Employees

• Employee

recognition

• Praise

• Empowerment

FOM9-21

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Motivating Professional Motivating Professional and Technical Employeesand Technical Employees

• New assignments• Challenges• Autonomy• Training and

educational opportunities

• Recognition• Simplify non-work

lifeFOM9-22

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Flexible Work OptionsFlexible Work Options

• Compressed work week

• Flex-time

• Job sharing

• Telecommuting

FOM9-23

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Additional Suggestions Additional Suggestions for for

Motivating EmployeesMotivating EmployeesRecognize individuals

Match people to jobs

Use goals

Make goals attainable

FOM9-24

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario.

Further Suggestions for Further Suggestions for Motivating EmployeesMotivating Employees

Individualize rewards

Link rewards to performance

Check the system for equity

Don’t ignore money

FOM9-25