Management

Fourteenth Edition

Chapter 16
Motivating Employees

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What is Motivation?
• Motivation: the process by which a person’s
reports are energized, directed, and sustained
toward attaining a goal

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Maslow’s Hierarchy of Needs Theory
• Hierarchy of needs theory: Maslow’s theory that
human needs—physiological, safety, social,
esteem, and self-actualization—form a sort of
hierarchy

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Levels of Needs (1 of 2)
• Physiological needs: a person’s needs for food,
drink, shelter, sexual satisfaction, and other
physical needs
• Safety needs: a person’s needs for security and
protection from physical and emotional harm
• Social needs: a person’s needs for affection,
belongingness, acceptance, and friendship

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Levels of Needs (2 of 2)
• Esteem needs: a person’s needs for internal
factors such as self-respect, autonomy, and
achievement, and external factors such as status,
recognition, and attention
• Self-actualization needs: a person’s need to
become what he or she is capable of becoming

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McGregor’s Theory X and Theory Y
• Theory X: the assumption that employees dislike
work, are lazy, avoid responsibility, and must be
coerced to perform
• Theory Y: the assumption that employees are
creative, enjoy work, seek responsibility, and can
exercise self-direction

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Herzberg’s Two Factor Theory
• Two factor theory (motivation-hygiene theory):
the motivation theory that intrinsic factors are
related to job satisfaction and motivation, whereas
extrinsic factors are associated with job
dissatisfaction
• Motivators: factors that increase job satisfaction
and motivation
• Hygiene factors: factors that eliminate job
dissatisfaction, but don’t motivate

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Exhibit 16-2
Herzberg’s Two-Factor Theory

Exhibit 16-2 shows Herzberg’s findings.

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Exhibit 16-3
Contrasting Views of Satisfaction and Dissatisfaction

As shown in Exhibit 16-3, Herzberg proposed that a dual continuum existed: The opposite
of “satisfaction” is “no satisfaction,” and the opposite of “dissatisfaction” is “no
dissatisfaction.”
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Three-Needs Theory
• Need for achievement (nAch): the drive to
succeed and excel in relation to a set of standards
• Need for power (nPow): the need to make others
behave in a way that they would not have
behaved otherwise
• Need for affiliation(nAff): the desire for friendly
and close interpersonal relationships

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Goal-Setting Theories
• Goal-setting theory: the proposition that specific
goals increase performance and that difficult
goals, when accepted, result in higher
performance than do easy goals
• Self-efficacy: an individual’s belief that he or she
is capable of performing a task

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Exhibit 16-5
Goal-Setting Theory

Exhibit 16-5 summarizes the relationships among goals, motivation, and performance
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Reinforcement Theory
• Reinforcement theory: the theory that behavior
is a function of its consequences
• Reinforcers: consequences immediately following
a behavior, which increase the probability that the
behavior will be repeated

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Designing Motivating Jobs (1 of 2)
• Job design: the way tasks are combined to form
complete jobs
• Job scope: the number of different tasks required
in a job and the frequency with which those tasks
are repeated
• Job enlargement: the horizontal expansion of a
job by increasing job scope

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Designing Motivating Jobs (2 of 2)
• Job enrichment: the vertical expansion of a job
by adding planning and evaluating responsibilities
• Job depth: the degree of control employees have
over their work
• Job characteristics model (JCM): a framework
for analyzing and designing jobs that identifies five
primary core job dimensions, their
interrelationships, and their impact on outcomes

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Exhibit 16-6
Job Characteristics Model

Exhibit 16-5 shows the JCM.

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Five Core Job Dimensions (1 of 2)
• Skill variety: the degree to which a job requires a
variety of activities so that an employee can use a
number of different skills and talents
• Task identity: the degree to which a job requires
completion of a whole and identifiable piece of
work
• Task significance: the degree to which a job has
a substantial impact on the lives or work of other
people

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Five Core Job Dimensions (2 of 2)
• Autonomy: the degree to which a job provides
substantial freedom, independence, and discretion
to the individual in scheduling work and
determining the procedures to be used in carrying
it out
• Feedback: the degree to which carrying out work
activities required by a job results in the
individual’s obtaining direct and clear information
about his or her performance effectiveness

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Redesigning Job Design Approaches
• Relational perspective of work design: an approach
to job design that focuses on how people’s tasks and
jobs are increasingly based on social relationships
• Proactive perspective of work design: an approach
to job design in which employees take the initiative to
change how their work is performed
• High-involvement work practices: work practices
designed to elicit greater input or involvement from
workers

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Equity Theory
• Equity theory: The theory that an employee compares his
or her job’s input-outcomes ratio with that of relevant
others and then corrects any inequity
• Referents: the persons, systems, or selves against which
individuals compare themselves to assess equity
• Distributive justice: perceived fairness of the amount and
allocation of rewards among individuals
• Procedural justice: perceived fairness of the process
used to determine the distribution of rewards

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Expectancy Theory
• Expectancy theory: the theory that an individual
tends to act in a certain way based on the
expectation that the act will be followed by a given
outcome and on the attractiveness of that
outcome to the individual

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Exhibit 16-8
Expectancy Model

Exhibit 16-8 illustrates the three relationships in the expectancy model.

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Exhibit 16-9
Integrating Contemporary Theories of Motivation

Exhibit 16-9 presents a model that integrates much of what we know about motivation
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Managing Cross-Cultural Motivational
Challenges
• In today’s global business environment, managers
can’t assume motivational programs that work in
one location will work in others.
• Most current motivation theories were developed
in the United States by Americans and about
Americans.

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Motivating Unique Groups of Workers
• Diverse employees
• Professionals
• Contingent workers
• Low-skilled minimum wage employees

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Designing Appropriate Rewards Programs
• Open-book management: a motivational
approach in which an organization’s financial
statements (the “books”) are shared with all
employees
• Employee recognition programs: personal
attention and expressing interest, approval, and
appreciation for a job well done
• Pay-for-performance programs: variable
compensation plans that pay employees on the
basis of some performance measure
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Copyright

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