This chapter discusses work motivation from three approaches: the individual differences approach, the job and organization approach, and the managerial approach. It provides learning objectives on factors that influence employee motivation, how goals and rewards can improve performance, and how job content and organizational context affect motivation. The chapter also summarizes several theories of motivation, including reinforcement theory, Herzberg's two-factor theory, Hackman and Oldham's job characteristics model, equity theory, Maslow's hierarchy of needs, ERG theory, and the integrative expectancy model. Managers are provided guidelines for improving employee performance and motivation.

1. Chapter 14
Work Motivation
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2. 14.1
Learning Objectives
After reading this chapter, you should be able to:
Describe three general factors that influence employee’s motivation at work
Explain how managers and their subordinates can use goals and rewards to improve
performance
State how job content and organizational context affect motivation
Describe how individual differences in needs and motives can affect employees’
work
Explain how several motivational forces may combine to influence an employees’
work satisfaction and performance
Describe how understanding the dynamics of motivation can help managers
improve employee performance
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3. 14.2
Three Approaches to Motivation
Individual
Job & Organization
Differences Approach Approach
Emphasizes the design of
Treats motivation as a jobs and the general
characteristic of organizational
the individual environment
Motivation
Managerial Approach
Focuses on behaviors of
managers, in
particular, their use of
goals and rewards
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4. 14.3
Process of Reinforcement and Behavior Change
Response of Consequence Future
Stimulus for Employee Behavior
Employee
Employee
experiences a reward
OR
Employee avoids a
negative consequence
Situation Employee reacts by
experienced by exhibiting behavior OR
employee X
Employee experiences
negative consequence
OR
Employee
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experiences no
consequences
Adapted from Figure 14.1

5. 14.4
Six Guidelines for Using Reinforcement
Theory
Don’t reward all individuals equally
Failure to respond can also modify behavior
Tell individuals what they can do to receive reinforcement
Tell individuals what they are doing wrong
Don’t punish in front of others
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Adapted from Table 14.1

6. 14.5
Herzberg’s Two-Factor Theory
High Motivation
No Motivation
No Dissatisfaction
Dissatisfaction
Low High Low High
Hygienes Motivators
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Adapted from Figure 14.2

7. 14.6
Hackman & Oldham Job-Enrichment Model
Skill variety
Five Job Characteristics
Task identity Autonomy Feedback
Task significance
Growth Need Strength
Three Critical Psychological States
Experienced Experienced Knowledge of
meaningfulness responsibility for work actual work
of work outcomes results
Personal and Work Outcomes
High internal High quality High Low
work work satisfaction absenteeism
motivation performance with the work and turnover
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Adapted from Figure 14.3

8. 14.7
Reducing Feelings of Inequity when Under-rewarded
Increase
Decrease Inputs Change
inputs compensation
i.e. legal action
Modify Distort
comparisons reality
Leave the
situation
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9. 14.8
Maslow’s Hierarchy of Needs
Self-
Actualization
Esteem
Affiliation
Security
Physiological
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Adapted from Figure 14.4

10. 14.9
ERG Model of Motivation
Frustration-Regression Satisfaction-Progression
Growth Needs
Relatedness Needs
Existence Needs
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Adapted from Figure 14.5

11. 14.10
The Integrative Expectancy Model
Value of Abilities and Intrinsic
reward traits rewards
Perceived
Effort Performance Satisfaction
equity
Effort-reward Role Extrinsic
link perceptions rewards
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Adapted from Figure 14.6

12. 14.11
Guidelines for Managers
Design jobs with high motivating potential
State the behaviors and performance achievements that are
desired and explain how they will be rewarded
Provide frequent and constructive feedback
Provide rewards for desired behaviors and outcomes
Provide rewards that employees value
Provide equitable rewards
Diagnose and remove barriers to performance
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