Motivating

for
Performance

Chapter Thirteen

Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
 Learning Objectives

LO 1 Identify the kinds of behaviors managers

need to motivate in people.
LO 2 List principles for setting goals that
motivate employees.
LO 3 Summarize how to reward good
performance effectively.
LO 4 Describe the key beliefs that affect peoples’
motivation.

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 Learning Objectives (cont.)

LO 5 Discuss ways in which people’s individual

needs affect their behavior
LO 6 Define ways to create jobs that motivate
LO 7 Summarize how people assess fairness and
how to achieve it
LO 8 Identify causes and consequences of a
satisfied workforce

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 Motivating for Performance

 Motivation Managers must

 Forces that energize, motivate people to:
direct, and sustain a  join the organization,
person’s efforts.  remain in the
organization
 come to work
regularly

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 Setting Goals

Goal-setting theory
 A motivation theory stating that people have
conscious goals that energize them and direct
their thoughts and behaviors toward a particular
end.

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 Setting Goals

Stretch goals
 Targets that are particularly demanding,
sometimes even thought to be impossible.

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 Reinforcing Performance

 Law of effect  Reinforcers

 A law formulated by  Positive
Edward Thorndike in consequences that
1911 stating that motivate behavior.
behavior that is
followed by positive
consequences will
likely be repeated.

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 Question

___________ is the withdrawing or failing to

provide a reinforcing consequence.
A. Positive reinforcement
B. Negative reinforcement
C. Punishment
D. Extinction

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 Reinforcing Performance

 Positive  Negative
reinforcement reinforcement
 Applying  Removing or
consequences that withholding an
increase the undesirable
likelihood that a consequence. Eg.
person will repeat Remove the
the behavior that led probation period
to it. Eg. Rewards

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 Edward Thorndike’s Experiment

© 2014 by McGraw-Hill Education. 10

 Reinforcing Performance

 Punishment  Extinction
 Administering an  Withdrawing or
aversive failing to provide a
consequence. reinforcing
consequence. Eg.
Not giving
compliment for a job
well done

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 The Consequences of Behavior
Figure 13.1

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 The Greatest Management
Principle in the World
Table 13.1

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 Performance -Related Beliefs

Expectancy theory
 A theory proposing that people will behave
based on their perceived likelihood that their
effort will lead to a certain outcome and on how
highly they value that outcome.

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 The Effort-to-Performance Link

Expectancy
 Employees’ perception of the likelihood that
their efforts will enable them to attain their
performance goals.

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 Question

___________ is the value an outcome holds

for the person contemplating it.
A. Expectancy
B. Valence
C. Instrumentality
D. Anticipation

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 Basic Concepts of Expectancy Theory
Figure 13.2

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 The Performance-to-Outcome Link

 Instrumentality  Valence
 The perceived  The value an
likelihood that outcome holds for
performance will be the person
followed by a contemplating it.
particular outcome.

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 Managerial Implications of
Expectancy Theory
1. Increase expectancies
2. Identify positively valent outcomes
3. Make performance instrumental toward
positive outcomes
Instrumental –
More sales – achieving Promotion,
Expectancy & certain sales oversea
performance status will lead trips -
to Valence

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 Example of Valence & instrumentality
Career Bonus– Additional commission based on total sales
amount

© 2014 by McGraw-Hill Education. 20

 Maslow’s Need Hierarchy

 Maslow’s need
hierarchy
 A conception of
human needs
organizing needs into
a hierarchy of five
major types.

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 Maslow’s Need Hierarchy
1. Physiological (food, water, sex, and shelter).
2. Safety or security (protection against threat and
deprivation).
3. Social (friendship, affection, belonging, and love).
4. Ego (independence, achievement, freedom, status,
recognition, and self esteem).
5. Self-actualization (realizing one’s full potential,
becoming everything one is capable of being).

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 Alderfer’s ERG Theory

 Alderfer’s ERG
theory
 A human needs
theory postulating
that people have
three basic sets of
needs that can
operate
simultaneously.

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 Alderfer’s ERG Theory
 Existence needs
 all material and physiological desires.
 Relatedness needs
 involve relationships with other people and are
satisfied through the process of mutually sharing
thoughts and feelings.
 Growth needs
 motivate people to productively or creatively
change themselves or their environment.

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 ERG vs Maslow

© 2014 by McGraw-Hill Education. 7-25

 McClelland’s Needs
 Need for achievement
 characterized by a strong orientation toward
accomplishment and an obsession with success
and goal attainment.
 Need for affiliation
 reflects a strong desire to be liked by other people
 Need for power
 a desire to influence or control other people

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 Designing Motivating Jobs

 Extrinsic reward  Intrinsic reward

 Reward given to a  Reward a worker
person by the boss, derives directly from
the company, or performing the job
some other person. itself.

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 Job Rotation, Enlargement,
and Enrichment
Job rotation
 Changing from one task to another to alleviate
boredom
Job enlargement
 Giving people additional tasks at the same time
to alleviate boredom.

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 Job Rotation, Enlargement,
and Enrichment
 Job enrichment
 Changing a task to
make it inherently
more rewarding,
motivating, and
satisfying.
 E.G. Hackman &
Oldham’s model

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Activity 1 – Use expectancy theory to illustrate
your life as a student. Please give examples

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 Herzberg’s Two-Factor Theory

 Hygiene factors  Motivators

 Characteristics of the  Factors that make a
workplace, such as job more motivating,
company policies, such as additional
working conditions, job responsibilities,
pay, and supervision, opportunities for
that can make personal growth and
people dissatisfied recognition, and
feelings of
achievement
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 The Hackman and Oldham
Model of Job Design
Figure 13.4

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 The Hackman and Oldham
Model of Job Design
 Skill variety
 different job activities involving several skills and
talents
 Task identity
 the completion of a whole, identifiable piece of
work
 Task significance
 an important, positive impact on the lives of others

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 The Hackman and Oldham
Model of Job Design
Autonomy
 independence and discretion in making
decisions.
Feedback
 information about job performance

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 The Hackman and Oldham
Model of Job Design
 Growth need
strength
 The degree to which
individuals want
personal and
psychological
development.

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 Empowerment

Empowerment
 The process of sharing power with employees,
thereby enhancing their confidence in their
ability to perform their jobs and their belief that
they are influential contributors to the
organization.

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 Achieving Fairness

Equity theory
 A theory stating that people assess how fairly
they have been treated according to two key
factors: outcomes and inputs.

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 Equity Theory

 Outcomes  Inputs
 refer to the various  refer to the
things the person contributions the
receives on the job: person makes to the
recognition, pay, organization: effort,
benefits, satisfaction, time, talent,
security, job performance, extra
assignments, and commitment, and
punishments good citizenship

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 Procedural Justice

Procedural justice
 Using fair process in decision making and making
sure others know that the process was as fair as
possible.
 If the process is fair, people will more likely to
support the decision making/makers.

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 Quality of Work Life

Quality of work life (QWL) programs

 Programs designed to create a workplace that
enhances employee well-being.

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 QWL Programs

1. Adequate and fair compensation

2. A safe and healthy environment
3. Jobs that develop human capacities
4. A chance for personal growth and security
5. A social environment that fosters personal
identity, freedom from prejudice, a sense of
community, and upward mobility

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 QWL Programs
6. Constitutionalism, or the rights of personal
privacy, dissent, and due process
7. A work role that minimized infringement on
personal leisure and family needs
8. Socially responsible organizational actions

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 Psychological Contracts
 Psychological contract
 A set of perceptions of
what employees owe
their employers, and
what their employers
owe them.
 An implicit contract in
a workplace stipulating
the expectations of
employees in a
company
 In simple words, you
help me, I help you 

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