Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!

1. Motivation
Chapter16

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Motivation
 One secret for success in
organizations is motivated and
enthusiastic employees
 With such a diverse workforce, it is
a challenge for managers to
motivate employees toward
common organizational goals
Manager’s Challenge: Pfizer

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Motivation
 Employee motivation theories and
models
–Needs –processes
–Reinforcement
 How job design can affect employee
satisfaction & productivity
 Empowerment
Topics
Chapter 16

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Motivation
 Arousal, direction, and persistence of
behavior
 Employee motivation affects productivity
 Part of a manager’s job is to channel
motivation toward the accomplishment of
organizational goals

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Two Types of Rewards
 Intrinsic rewards--satisfactions a person
receives in the process of performing a
particular action.
 Extrinsic rewards--given by another person.

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Model of Motivation
NEED-Creates desire to fulfill
needs (food, friendship,
recognition, achievement).
BEHAVIOR-
Results in actions
to fulfill needs.
REWARDS-Satisfy
needs; intrinsic or
extrinsic rewards.
FEEDBACK-Reward informs person whether behavior was
appropriate and should be used again.

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Foundations of Motivation
Traditional
Human Relations
Human Resources
Contemporary
•systematic analysis of an employee’s job
•economic rewards for high performance
• noneconomic rewards, such as congenial
work groups
• workers studied as people and the concept
of social man was born
• introduce the concept of the whole person
• employees are complex and motivated by
many factors
• content theories stress the analysis of
underlying human need
• process theories concern the thought
processes that influence behavior
• reinforcement theories focus on employee
learning of desired work behaviors

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Motivation Content Theories
 Hierarchy of Needs Theory
 ERG Theory
 Two-Factor Theory
 Acquired Needs Theory
Emphasize the needs that motivate people

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Hierarchy of Needs
Theory
Physiological Needs
most basic human physical needs
Safety Needs
safe and secure physical and emotional environment
Belongingness Needs
desire to be accepted by one’s peers
Esteem Needs
desire for a positive self-
image and to receive attention
Self-Actualization
Needs
represent the need for
self-fulfillment
Human beings are
motivated by a
hierarchy of
unsatisfied needs.
Abraham Maslow

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Maslow’s Hierarchy of Needs
 Once a need is satisfied, it declines in
importance and the next higher need is
activated
 There are opportunities for fulfillment off the
job and on the job in each of the five levels of
needs
Experiential Exercise: What Motivates You?

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ERG Theory
Existence Needs
the needs for physical well-being
Relatedness Needs
the need for satisfactory relationships
with others
Growth Needs
human potential,
personal growth, and increased
competence

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Two Factor Motivation
Theory
Area of Satisfaction
Area of Dissatisfaction
Motivators
influence
level of
satisfaction.
Hygiene factors
influence level of
dissatisfaction
Motivators
Hygiene
Factors
Achievement
Recognition
Responsibility
Work itself
Personal growth
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal
relationships

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Acquired Needs Theory
• Need for Achievement desire to accomplish
something difficult, master complex tasks, and
surpass others
• Need for Affiliation desire to form close personal
relationships, avoid conflict, and establish warm
friendships
• Need for Power desire to influence or control
others
David McClelland

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Motivation Process Theories
Equity Theory
 focuses on individuals’ perceptions of how fairly
they are treated compared with others
 motivated to seek social equity in the rewards
they expect for performance

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Methods for Reducing
Perceived Inequities
 Change inputs
 Change outcomes
 Distort perceptions
 Leave the job

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Motivation Process Theories
Expectancy Theory
 motivation depends on individuals’ expectations
about their ability to perform tasks and receive
desired rewards
 concerned not with identifying types of needs but
with the thinking process that individuals use to
achieve rewards
 based on the effort, performance, and desirability of
outcomes

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Reinforcement Perspective
on Motivation
Reinforcement
Tools
Positive reinforcement in the
administration of a pleasant and
rewarding consequence.
Avoidance learning is the removal of
an unpleasant consequence following a
desired behavior.
Punishment is the imposition of
unpleasant outcomes on an employee.
Extinction is the withdrawal of a
positive reward, behavior is no longer
reinforced and hence is less likely to
occur in the future.

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Schedules of Reinforcement
Continuous Reinforcement
Partial Reinforcement
Fixed-Interval Schedule
Fixed-Ratio Schedule
Variable-Interval Schedule
Variable-Ratio Schedule

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Job Design for Motivation
 Job design = application of motivational
theories to the structure of work for improving
productivity and satisfaction
 Job simplification = job design whose
purpose is to improve task efficiency by
reducing the number of tasks a single person
must do

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Job Design for Motivation
 Job Rotation = job design that systematically
moves employees from one job to another to
provide them with variety and stimulation
 Job Enlargement = job design that combines
a series of tasks into one new, broader job to
give employees variety and challenge

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Job Design for Motivation
 Job Enrichment = job design that
incorporates achievement, recognition, and
other high-level motivators into the work
 Work redesign = altering of jobs to increase
both the quality of employee’s work
experience and their productivity

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Job Characteristics Model
Source: Adapted from J. Richard Hackman and G. R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16 (1976), 256.

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Motivational Ideas for Turbulent Times
 Organizations are increasingly using various
types of incentive compensation as a way to
motivate employees to higher levels of
performance
 Variable compensation and forms of at risk
pay are key motivational tools
Ethical Dilemma: Compensation Showdown

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Empowering People
to Meet Higher Needs
 Information - Employees receive
information about company performance
 Knowledge - Employees have knowledge
and skills to contribute to company goals
 Power - Employees have the power to
make substantive decisions
 Rewards - Employees are rewarded based
on the company performance
Four Empowering Elements

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Continuum of Empowerment
Sources: Based on Robert C. Ford and
Myron D. Fottler, “Empowerment: A
Matter of Degree,” Academy of
Management Executive 9, no. 3 (1995),
21-31; Lawrence Holpp, “Applied
Emplowerment,” Training (February
1994), 39-44; and David P. McCaffrey,
Sue R. Faerman, and David W. Hart,
“”The Appeal and Difficulties of
Participative Systems,” Organization
Science 6, no. 6 (November-December
1995), 603-627.

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Giving Meaning to Work
 To meet higher-level motivational needs and
help people get intrinsic rewards from their
work is to instill a sense of importance and
meaningfulness

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Motivational Ideas for Turbulent Times
 Role of today’s manager is not to control
others but to organize the workplace in such
a way that each person
 Can learn
 Contribute
 Grow