Chapter 10 Employee Motivation Copyright 2017 2015 2013 Pearson Education Inc All Rights Reserved Learning Objectives 1 of 2 101 Define motivation and identify the classical motivation theories ID: 699878
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Slide1
Business in Action
Eighth Edition
Chapter 10
Employee Motivation
Copyright © 2017,
2015, 2013 Pearson
Education, Inc. All Rights
ReservedSlide2
Learning Objectives (1 of 2)
10.1
Define motivation
, and identify the classical motivation theories.10.2
Explain why many consider expectancy theory to be the best current explanation of employee motivation.10.3 Identify the strengths and weaknesses of goal-setting theory.Slide3
Learning Objectives
(2 of 2)
10.4 Describe the job characteristics model
, and explain how it helps predict motivation and performance.
10.5 Define reinforcement theory, and differentiate between positive and negative reinforcement.
10.6
List five managerial strategies that are vital to maintaining a motivated workforce.Slide4
What Motivates Employees to Peak Performance?
Motivation
The combination of forces that move individuals to take certain actions and avoid other actions.
Engagement
An employee’s rational and emotional commitment to his or her work.Slide5
Exhibit 10.1
Four Indicators of MotivationSlide6
Four Fundamental Needs
The drive to acquireThe drive to
bondThe drive to comprehendThe drive to
defendSlide7
Classical Theories of Motivation
Scientific management
A management approach designed to improve employees’
efficiency by scientifically studying their workSlide8
The Hawthorne Studies and the
“Hawthorne Effect”
The Hawthorne effect
A supposed effect of organizational research, in which employees change their behavior because they are being studied and given special treatment.
Validity of the effect is uncertain, and the Hawthorne studies were richer and more influential than this simple outcome would suggest.Slide9
Exhibit 10.2
Maslow’s Hierarchy of Needs
(1 of 2)Slide10
Exhibit 10.2
Maslow’s Hierarchy of Needs
(2 of 2)
Maslow’
s hierarchy A model in which human needs are arranged in order of their priority, with the most basic needs at the bottom and the more advanced needs toward the topSlide11
Theory X
A managerial assumption that employees are irresponsible, are unambitious, and dislike work and that managers must use force, control, or threats to motivate them.Slide12
Theory Y
A managerial assumption that employees enjoy meaningful work, are naturally committed to certain goals, are capable of creativity, and seek out responsibility under the right conditions.Slide13
Herzberg
’s Two Factors
Herzberg’
s two-factor theoryA model that divides motivational forces into satisfiers (
“motivators”) and dissatisfiers (
“
hygiene factors
”
)Slide14
Exhibit 10.3
Herzberg’s Two-Factor TheorySlide15
McClelland
’s Three Needs
Three-needs theory
David McClelland’
s model of motivation that highlights the needs for power, affiliation, and achievementSlide16
Explaining Employee Choices
(1 of 2)
Expectancy theory
The idea that the effort employees put into their work depends on expectations about their own ability to perform, expectations about likely rewards, and the attractiveness of those rewardsSlide17
Exhibit 10.4
Expectancy TheorySlide18
Explaining Employee Choices
(2 of 2)
Equity theory
The idea that employees base their level of satisfaction on the ratio of their inputs to the job and the outputs or rewards they receive from it.Slide19
Motivating with Challenging Goals
(1 of 2)
Goal-setting theory
A motivational theory suggesting that setting goals can be an effective way to motivate employees.Slide20
Motivating with Challenging Goals
(2 of 2)
Goals should be specific enough to give employees clarity and focus.Goals should be difficult enough to inspire energetic and committed effort.
There should be clear “ownership
” of goals so that accountability can be established.Individuals
’
should have belief in their ability to meet their goals.Slide21
Management by Objectives
(1 of 2)
Management by objectives (MBO)
A motivational approach in which managers and employees work together to structure personal goals and objectives for every individual, department, and project to mesh with the organization’
s goals.Slide22
Exhibit 10.5
Management by Objectives (2 of 2)Slide23
Risks and Limitations of Goal-Setting Theory
Overly narrow goalsOverly
challenging goalsInappropriate time horizonsUnintentional performance
limitationsMissed learning opportunitiesUnhealthy
internal competitionDecreased intrinsic motivationSlide24
Redesigning Jobs to Stimulate Performance
Job characteristics model
A model suggesting that five core job dimensions influence three critical psychological states that determine motivation, performance, and other outcomes.Slide25
Job Characteristics ModelSlide26
Critical Psychological States
(1 of 2)
Experienced meaningfulness of the workA measure of how much employees care about the jobs they are doing.
Experienced responsibility for results
The sense each employee has that his or her efforts contribute to the outcome.Slide27
Critical Psychological States
(2 of 2)
Knowledge of actual results
Employees’ awareness of the real-life results of their efforts.Slide28
Approaches to Modifying Core Job Dimensions
Job enrichment
Making jobs more challenging and interesting by expanding the range of skills required.
Cross-training Training workers to perform multiple jobs and rotating them through these various jobs to combat boredom or burnout.Slide29
Reinforcing High-Performance Behavior
Reinforcement theory
A motivational approach based on the idea that managers can motivate employees by influencing their behaviors with positive and negative reinforcement.Slide30
Types of Reinforcement
Positive reinforcement
Encouraging desired behaviors by offering pleasant consequences for completing or repeating those behaviors.
Negative reinforcement
Encouraging the repetition of a particular behavior (desirable or not) by removing unpleasant consequences for the behavior.Slide31
Exhibit 10.6
Reinforcement and PunishmentSlide32
Motivational Strategies
Providing
timely and
frequent feedback Personalizing motivational efforts
Adapting to circumstances and special needsTackling workplace problems before they have a chance to destroy moraleBeing inspirational leadersSlide33
Exhibit 10.7
Personalizing Motivation
Establish
systems and policies that are fair and automatic.Be
as flexible as possible while still being fair.Get to know employees as individuals
.Slide34
Applying What You
’ve Learned (1 of 2)
Define
motivation, and identify the classical motivation theories.
Explain why many consider expectancy theory to be the best current explanation of employee motivation.Identify the strengths and weaknesses of goal-setting theory.Slide35
Applying What You
’ve Learned (2 of 2)
Describe the
job characteristics model, and explain how it helps predict motivation and performance.
Define reinforcement theory, and differentiate between positive and negative reinforcement.
List five managerial strategies that are vital to maintaining a motivated workforce.Slide36
Copyright