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1. Powered by: shahroze | www.i4info.org 15–1
Motivating
Employees
Chapter
15
Management
Stephen P. Robbins Mary Coulter
tenth edition

2. LearningOutcomes
FollowthisLearningOutlineasyoureadandstudythischapter.
15.1WhatIsMotivation?
Definemotivation.
Explainthethreekeyelementsofmotivation.
15.2EarlyTheoriesofMotivation
DescribeMaslow’shierarchyofneedsand
howitcanbeusedtomotivate.
DiscusshowTheoryXandTheoryYmanagers
approachmotivation.
DescribeHerzberg’smotivation-hygiene
theory.
Describethethree-needstheory.
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3. Learning Outcomes
3
15.3 Contemporary Theories of Motivation
• Explain how goal-setting and
reinforcement theories explain employee
motivation.
• Describe job design approaches to
motivation.
• Discuss the motivation implications of
equity theory.
• Explain the three key linkages in
expectancy theory and their role in

4. Learning Outcomes
4
15.4 Current Issues in Motivation
• Describe the cross-cultural challenges
of motivation.
• Discuss the challenges managers face
in motivating unique groups of
workers.
• Describe open-book management,
employee recognition, pay-for-
performance, and stock option
programs.

5. WhatIsMotivation?
Motivation
Istheresultofaninteractionbetweenthepersonandasituation;itisnotapersonal
trait.
Istheprocessbywhichaperson’seffortsareenergized,directed,andsustainedtowards
attainingagoal.
Energy:ameasureofintensityordrive.
Direction:towardorganizationalgoals
Persistence:exertingefforttoachievegoals.
Motivationworksbestwhenindividualneedsarecompatiblewithorganizationalgoals.
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6. Early Theories of Motivation
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Maslow’s
Hierarchy of
Needs
McGregor’s
Theories X
and Y
Herzberg’s
Two-Factor
Theory
McClelland’s
Three Needs
Theory

7. EarlyTheories ofMotivation
Maslow’sHierarchyofNeedsTheory
Needswerecategorizedasfivelevelsoflower-tohigher-orderneeds.
Individualsmustsatisfylower-orderneedsbeforetheycansatisfyhigherorderneeds.
Satisfiedneedswillnolongermotivate.
Motivatingapersondependsonknowingatwhatlevelthatpersonisonthehierarchy.
Hierarchyofneeds
Lower-order(external):physiological,safety
Higher-order(internal):social,esteem,self-actualization
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8. 8
Exhibit 15–1 Maslow’s Hierarchy of Needs

9. Early Theories of Motivation (cont’d)
McGregor’sTheoryXandTheoryY
TheoryX
Assumesthatworkershavelittleambition,
dislikework,avoidresponsibility,andrequire
closesupervision.
TheoryY
Assumesthatworkerscanexerciseself-
direction,desireresponsibility,andliketowork.
Assumption:
Motivationismaximizedbyparticipative
decisionmaking,interestingjobs,andgood
grouprelations.
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10. EarlyTheories ofMotivation (cont’d)
Herzberg’sMotivation-HygieneTheory
Jobsatisfactionandjobdissatisfactionarecreatedbydifferentfactors.
Hygienefactors:extrinsic(environmental)factorsthatcreatejobdissatisfaction.
Motivators:intrinsic(psychological)factorsthatcreatejobsatisfaction.
Attemptedtoexplainwhyjobsatisfactiondoesnotresultinincreasedperformance.
Theoppositeofsatisfactionisnotdissatisfaction,butrathernosatisfaction.
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11. 11
Exhibit 15–2 Herzberg’s Motivation-Hygiene Theory

12. 12
Exhibit15–3ContrastingViewsofSatisfaction-
Dissatisfaction

13. Motivation andNeeds
Three-NeedsTheory(McClelland)
Therearethreemajoracquiredneedsthataremajormotivesinwork.
Needforachievement(nAch)
The drive to excel and succeed
Needforpower(nPow)
The need to influence the behavior of others
Needofaffiliation(nAff)
The desire for interpersonal relationships
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14. 14
Exhibit15–4ExamplesofPicturesUsedforAssessing
LevelsofnAch,nAff,andnPow

15. Contemporary Theories of Motivation
15
Goal-SettingTheory
ReinforcementTheory
Designing Motivating Jobs
EquityTheory
ExpectancyTheory

16. Motivation andGoals
Goal-SettingTheory
Proposesthatsettinggoalsthatareaccepted,specific,andchallengingyetachievable
willresultinhigherperformancethanhavingnooreasygoals.
IscultureboundtotheU.S.andCanada.
BenefitsofParticipationinGoal-Setting
Increasestheacceptanceofgoals.
Fosterscommitmenttodifficult,publicgoals.
Providesforself-feedback(internallocusofcontrol)thatguidesbehaviorandmotivates
performance(self-efficacy).
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17. 17
Exhibit 15–5 Goal-Setting Theory

18. Motivation andBehavior
ReinforcementTheory
Assumesthatadesiredbehaviorisafunctionofitsconsequences,isexternallycaused,andif
reinforced,islikelytoberepeated.
Positivereinforcementispreferredforitslong-termeffectsonperformance.
Ignoringundesiredbehaviorisbetterthanpunishmentwhichmaycreateadditionaldysfunctional
behaviors.
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19. Designing Motivating Jobs
JobDesign
Thewayintowhichtaskscanbecombinedtoformcomplete jobs.
Factorsinfluencingjobdesign:
Changingorganizationalenvironment/structure
Theorganization’stechnology
Employees’skill,abilities,andpreferences
Jobenlargement
Increasingthejob’sscope(numberandfrequencyoftasks)
Jobenrichment
Increasingresponsibilityandautonomy(depth)inajob.
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20. Designing Motivating Jobs (cont’d)
JobCharacteristicsModel(JCM)
Aconceptualframeworkfordesigningmotivatingjobsthatcreatemeaningfulworkexperiences
thatsatisfyemployees’growthneeds.
Fiveprimaryjobcharacteristics:
Skillvariety:howmanyskillsandtalentsareneeded?
Taskidentity:doesthejobproduceacompletework?
Tasksignificance:howimportantisthejob?
Autonomy:howmuchindependencedoesthejobholderhave?
Feedback:doworkersknowhowwelltheyaredoing?
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21. 21
Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott,
Foresman, 1977). With permission of the authors.
Exhibit 15–6 Job Characteristics Model

22. 22
Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman,
1977). With permission of the authors.
Exhibit 15–7 Guidelines for Job Redesign

23. Designing Motivating Jobs (cont’d)
SuggestionsforUsingtheJCM
Combinetasks(jobenlargement)tocreatemoremeaningfulwork.
Createnaturalworkunitstomakeemployees’workimportantandwhole.
Establishexternalandinternalclientrelationshipstoprovidefeedback.
Expandjobsvertically(jobenrichment)bygivingemployeesmoreautonomy.
Openfeedbackchannelstoletemployeesknowhowwelltheyaredoing.
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24. EquityTheory
Proposesthatemployeesperceivewhattheygetfromajobsituation(outcomes)in
relationtowhattheyputin(inputs)andthencomparetheirinputs-outcomesratiowiththe
inputs-outcomesratiosofrelevantothers.
Iftheratiosareperceivedasequalthenastateofequity(fairness)exists.
Iftheratiosareperceivedasunequal,inequityexistsandthepersonfeelsunder-or
over-rewarded.
Wheninequitiesoccur,employeeswillattempttodosomethingtorebalancetheratios
(seekjustice).
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25. EquityTheory (cont’d)
Employeeresponsestoperceivedinequities:
Distortownorothers’ratios.
Induceotherstochangetheirowninputsoroutcomes.
Changeowninputs(increaseordecreaseefforts)oroutcomes(seekgreaterrewards).
Chooseadifferentcomparison(referent)other(person,systems,orself).
Quittheirjob.
Employeesareconcernedwithboththeabsoluteandrelativenatureoforganizational
rewards.
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26. 26
Exhibit 15–8 Equity Theory

27. Equity Theory (cont’d)
27
Distributive justice
• The perceived
fairness of the
amount and
allocation of rewards
among individuals
(i.e., who received
what).
• Influences an
employee’s
satisfaction.
Procedural justice
• The perceived
fairness of the
process use to
determine the
distribution of
rewards (i.e., how
who received what).
• Affects an
employee’s
organizational
commitment.

28. Expectancy Theory
Statesthatanindividualtendstoactinacertainwaybasedontheexpectationthatthe
actwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometothe
individual.
Keytothetheoryisunderstandingandmanagingemployeegoalsandthelinkages
amongandbetweeneffort,performanceandrewards.
Effort:employeeabilitiesandtraining/development
Performance:validappraisalsystems
Rewards(goals):understandingemployeeneeds
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29. 29
Exhibit 15–9 Simplified Expectancy Model

30. Expectancy Theory
ExpectancyRelationships
Expectancy(effort-performancelinkage)
Theperceivedprobabilitythatanindividual’seffortwillresultinacertainlevelof
performance.
Instrumentality
Theperceptionthataparticularlevelofperformancewillresultintheattaininga
desiredoutcome(reward).
Valence
Theattractiveness/importanceoftheperformancereward(outcome)tothe
individual.
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31. 31
Exhibit15–10IntegratingContemporaryTheories
ofMotivation

32. Current Issues in Motivation
32
Cross-Cultural Challenges
• Motivational programs are most applicable in cultures where individualism and
achievement are cultural characteristics
• Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy.
• The need for achievement (nAch) is lacking in other cultures.
• Collectivist cultures view rewards as “entitlements” to be distributed based on
individual needs, not individual performance.
• Cross-Cultural Consistencies
• Interesting work is widely desired, as is growth, achievement, and
responsibility.

33. Motivating Unique Groups of Workers
Motivating Diverse Workforce
•Motivating a diverse workforce through flexibility:
•Men desire more autonomy than do women.
•Women desire learning opportunities, flexible
work schedules, and good interpersonal
relations.
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34. Motivating Unique Groups ofWorkers
MotivatingDiverseWorkforce
Compressedworkweek
Longerdailyhours,butfewerdays
Flexibleworkhours(flextime)
Specificweeklyhourswithvaryingarrival,departure,lunchandbreaktimesaroundcertaincorehours
duringwhichallemployeesmustbepresent.
JobSharing
Twoormorepeoplesplitafull-timejob.
Telecommuting
Employeesworkfromhomeusingcomputerlinks.
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35. Motivating Unique Groups ofWorkers
MotivatingProfessionals
Characteristicsofprofessionals
Strongandlong-termcommitmenttotheirfieldofexpertise.
Loyaltyistotheirprofession,nottotheemployer.
Havetheneedtoregularlyupdatetheirknowledge.
Don’tdefinetheirworkweekas8:00amto5:00pm.
Motivatorsforprofessionals
Jobchallenge
Organizationalsupportoftheirwork
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36. Motivating Unique Groups of Workers
36
Motivating Contingent Workers
• Opportunity to become a permanent employee
• Opportunity for training
• Equity in compensation and benefits
Motivating Low-Skilled, Minimum-Wage Employees
• Employee recognition programs
• Provision of sincere praise

37. CurrentIssues inMotivation
DesigningAppropriateRewardsPrograms
Open-bookmanagement
Involvingemployeesinworkplacedecisionbyopeningupthefinancialstatementsoftheemployer.
Employeerecognitionprograms
Givingpersonalattentionandexpressinginterest,approval,andappreciationforajobwelldone.
Pay-for-performance
Variablecompensationplansthatrewardemployeesonthebasisoftheirperformance:
Piece rates, wage incentives, profit-sharing, and lump-sum bonuses
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38. Designing Appropriate Rewards Programs (cont’d)
Stock option programs
• Using financial instruments (in lieu of
monetary compensation) that give
employees the right to purchase
shares of company stock at a set
(option) price.
• Options have value if the stock price
rises above the option price; they
become worthless if the stock price
falls below the option price.
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39. 39
FromTheorytoPractice:
Guidelines forMotivatingEmployees
Recognizeindividualdifferences
Matchpeopletojobs
Usegoals
Ensurethatgoalsareperceivedasattainable
Individualizerewards
Linkrewardstoperformance
Checkthesystemforequity
Userecognition
Showcareandconcernforemployees
Don’tignoremoney

40. 40
Terms to Know
three-needstheory
needforachievement(nAch)
needforpower(nPow)
needforaffiliation(nAff)
goal-settingtheory
self-efficacy
reinforcementtheory
reinforcers
jobdesign
jobscope
jobenlargement
motivation
hierarchyofneedstheory
physiologicalneeds
safetyneeds
socialneeds
esteemneeds
self-actualizationneeds
TheoryX
TheoryY
TwoFactortheory
hygienefactors
motivators

41. 41
Terms to Know (cont’d)
proceduraljustice
expectancytheory
compressedworkweek
flexibleworkhours(flextime)
jobsharing
telecommuting
open-bookmanagement
employeerecognitionprograms
pay-for-performanceprograms
stockoptions
jobenrichment
jobdepth
jobcharacteristicsmodel(JCM)
skillvariety
taskidentity
tasksignificance
autonomy
feedback
equitytheory
referents
distributivejustice

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