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Chapter 16 Motivating Employees
- 1. Chapter 16 MOTIVATING EMPLOYEES © 2003 Pearson Education Canada Inc. 16.1
- 5. THE MOTIVATION PROCESS (Exhibit 16.1) 16.5 © 2003 Pearson Education Canada Inc. Unsatisfied Need Satisfied Need Search Behavior Drives Tension Reduction of Tension
- 7. MASLOWâS HIERARCHY OF NEEDS (Exhibit 16.2) © 2003 Pearson Education Canada Inc. 16.7 Physiological Safety Social Esteem Self- Actualization
- 10. HERZBERGâS MOTIVATION-HYGIENE THEORY (Exhibit 16.3) 16.10
- 11. CONTRASTING VIEWS OF SATISFACTION-DISSATISFACTION (Exhibit 16.4) Satisfaction No Satisfaction No Dissatisfaction Dissatisfaction Motivators Hygienes Satisfaction Dissatisfaction Herzbergâs View Traditional View 16.11 © 2003 Pearson Education Canada Inc.
- 15. GOAL-SETTING THEORY (Exhibit 16.5) 16.15
- 21. JOB CHARACTERISTICS MODEL(Exhibit 16.6) Core Job Dimensions Skill Variety Task Identity Task Significance Autonomy Feedback Experienced meaningfulness of the work Experienced responsibility for outcomes of work Knowledge of the actual results of the work Critical Psychological States High Internal Work Motivation High-Quality Work Performance High Satisfaction with the Work Low Absenteeism and Turnover Personal and Work Outcomes © 2003 Pearson Education Canada Inc. 16.21 Strength of Employee Growth Need
- 22. GUIDELINES FOR JOB REDESIGN (Exhibit 16.7) Core Job Dimensions Suggested Actions Opening Feedback Channels Combining Tasks Task Identity Skill Variety Forming Natural Work Units Task Significance Load Vertically Autonomy Forming Natural Work Units Feedback © 2003 Pearson Education Canada Inc. 16.22
- 24. EQUITY THEORY (Exhibit 16.8) 16.24
- 27. SIMPLIFIED EXPECTANCY MODEL (Exhibit 16.9) © 2003 Pearson Education Canada Inc. 16.27 Individual Effort Individual Performance A Organizational Rewards B Individual Goals C A = Effort-performance linkage B = Performance-reward linkage C = Attractiveness
- 29. INTEGRATING CONTEMPORARY THEORIES OF MOTIVATION (Exhibit 16.10) 16.29
- 35. FROM THEORY TO PRACTICE © 2003 Pearson Education Canada Inc. 16.35 Recognize individual differences Ensure that goals are perceived as attainable Check the system for equity Individualize rewards Link rewards to performance Suggestions for Motivating Employees Use goals Donât ignore money Match people to jobs
Editor's Notes
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