لخّصلي

MOTIVATING

EMPLOYEES 16
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LEARNING OBJECTIVES 1. Define motivation. 2. Compare and contrast early theories of motivation. 3. Compare and contrast contemporary theories of motivation.  Develop your skill at motivating employees. 4. Discuss current issues in motivation.
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WHAT IS MOTIVATION?  Motivation
C O P Y R I G H T © 2016 P E A R S O N E D U C A T I O N , I N C . – the process by which a person ’ s efforts are energized, directed, and sustained toward attaining a goal . – energy is a measure of intensity, drive, and vigor – effort is channeled in a direction that benefits the organization – w e want employees to persist in putting forth effort 16 - 3
EARLY THEORIES OF MOTIVATION • Maslow ’ s Hierarchy of Needs • McGregor ’ s Theories X and Y • Herzberg ’ s Two - Factor Theory • McClelland ’ s Three Needs Theory
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MASLOW ’ S HIERARCHY OF NEEDS

THEORY  Hierarchy
C O P Y R I G H T © 2016 P E A R S O N E D U C A T I O N , I N C . of needs theory – Maslow ’ s theory that human needs — physiological , safety, social, esteem, and self - actualization — form a sort of hierarchy. • Physiological needs – a person ’ s needs for food, drink, shelter , and other physical needs. 16 - 5
MASLOW ’ S HIERARCHY OF NEEDS

THEORY (CONT.) • 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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MASLOW ’ S HIERARCHY OF NEEDS

THEORY (CONT.) • Esteem needs – a person ’ s needs for internal factors (e.g., 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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EXHIBIT 16 - 1
MASLOW ’ S HIERARCHY OF NEEDS
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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 claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.
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EXHIBIT 16 - 2
HERZBERG ’ S TWO FACTOR THEORY
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HERZBERG ’ S TWO - FACTOR THEORY (CONT.) • Hygiene factors – factors that eliminate job dissatisfaction, but don ’ t motivate. • Motivators – factors that increase job satisfaction and motivation.
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THREE - NEEDS THEORY • Three - needs theory – the motivation theory that sites three acquired (non - innate) needs (achievement, power, and affiliation) as major motives in work. • Need for achievement – the drive to succeed and excel in relation to a set of standards.
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THREE - NEEDS THEORY (CONT.) • Need for power – the need to make others behave in a way that they would not have behaved otherwise. • Need for affiliation – the desire for friendly and close interpersonal relationships.
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CONTEMPORARY THEORIES OF

MOTIVATION • 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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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 • 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 that occurs as a result of increasing job scope.
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DESIGNING MOTIVATING JOBS (CONT.) • Job enrichment – the vertical expansion of a job that occurs as a result of additional planning and evaluation of responsibilities. • Job depth – the degree of control employees have over their work. • Job Characteristics M odel (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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FIVE CORE JOB DIMENSIONS
C O P Y R I G H T © 2016 P E A R S O N E D U C A T I O N , I N C . 1. 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. 2. Task identity , the degree to which a job requires completion of a whole and identifiable piece of work. 16 - 22
FIVE CORE JOB DIMENSIONS (CONT.) .

C O P Y R I G H T © 2016 P E A R S O N E D U C A T I O N , I N C . 3. Task significance , the degree to which a job has a substantial impact on the lives or work of other people. 4. Autonomy , the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out. 16 - 23
FIVE CORE JOB DIMENSIONS (CONT.)
C O P Y R I G H T © 2016 P E A R S O N E D U C A T I O N , I N C . 5. Feedback , the degree to which doing work activities required by a job results in an individual obtaining direct and clear information about the effectiveness of his or her performance. 16 - 24
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.
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REDESIGNING JOB DESIGN APPROACHES (CONT.) • 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 - outcome ratio with that of relevant others and then corrects any inequity.
C O P Y R I G H T © 2016 P E A R S O N E D U C A T I O N , I N C . • 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. 16 - 28
EQUITY THEORY (CONT.) • Procedural justice – perceived fairness of the process used to determine the distribution of rewards.
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EXPECTANCY THEORY  Expectancy theory
C O P Y R I G H T © 2016 P E A R S O N E D U C A T I O N , I N C . – 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. 16 - 31
EXPECTANCY THEORY (CONT.)  Expectancy Relationships
C O P Y R I G H T © 2016 P E A R S O N E D U C A T I O N , I N C . – Expectancy (effort - performance linkage) • The perceived probability that an individual ’ s effort will result in a certain level of performance. – Instrumentality • The perception that a particular level of performance will result in attaining a desired outcome (reward). – Valence • The attractiveness/importance of the performance reward (outcome) to the individual. 16 - 32