Chapter Objectives

1. Explain the motivational lessons taught by

Maslows theory and Herzbergs theory.
2. Explain how job enrichment can be used to
enhance the motivating potential of jobs.
3. Describe the motivational processes in
expectancy theory and goal-setting theory.
4. Distinguish extrinsic reward from intrinsic
rewards and list four rules for administering
extrinsic rewards effectively.

Chapter Objectives (contd)

5. Explain how open-book management and
self-managed teams promote employee
participation.
6. Discuss how companies are striving to
motivate employees with quality-of-life
programs.

Motivation Theories
Motivation
The psychological process that gives behavior
purpose and direction.

Theories of Motivation
Maslows needs hierarchy theory
Herzbergs two-factor theory
Job enrichment theory
Expectancy theory
Goal-setting theory

Figure 11.1
Individual Motivation and Job Performance

Motivation Theories (contd)

Maslows Needs Hierarchy Theory
People have needs, and when one need is relatively
fulfilled, other emerge in predictable sequence to take
its place.

Maslows hierarchy of needs:

Physiological needs: food, water, sleep, and sex.

Safety needs: safety from the elements and enemies.
Love needs: desire for love, affection, and belonging.
Esteem needs: self-perception as a worthwhile
person.
Self-actualization: becoming all that one can become.

Motivation Theories (contd)

The Self-Actualizing Manager
Has warmth, closeness, and sympathy.
Recognizes and shares negative information and feelings.
Exhibits trust, openness, and candor.
Does not achieve goals by power, deception, or manipulation.
Does not project own feelings, motivations, or blame onto
others.
Does not limit horizons; uses and develops body, mind, and
senses.
Is not rationalistic; can think in unconventional ways.
Is not conforming; regulates behavior from within.

Motivation Theories (contd)

Relevance of Maslows Theory for Managers
Beyond physical and safety needs, which higher
order need will emerge cannot be predicted.
A fulfilled need does not motivate an individual.
Effective managers can anticipate emerging needs
based on individual need profiles and provide
opportunities for fulfillment.
The esteem level of needs satisfied by jobs and
recognition provides managers with the greatest
opportunity to motivate better performance.

Motivation Theories (contd)

Herzbergs Two-Factor Theory
A theory of motivation based on job satisfaction.
A satisfied employee is motivated from within to
work harder.
A dissatisfied worker is not self-motivated to work.
Conclusion: Enriched jobs are the key to selfmotivation.
Dissatisfiers: factors associated with the job context
or work environment.
Satisfiers: factors associated with the nature of the
task itself (job content).

Motivation Theories (contd)

Implications of Herzbergs Theory
Satisfaction is not the opposite of dissatisfaction.
There is a need to think carefully about what
motivates employees.
Meaningful, interesting, and challenging (enriched)
work is needed to satisfy and motivate employees.
Problems with Herzbergs theory
Assumption of job performance improving with
satisfaction is weakly, at best, supported.
One persons dissatisfier is another persons
satisfier.

Motivation Theories (contd)

Job Enrichment Theory
Redesigning jobs should increase their motivational
potential
A better fit between persons and their jobs should
foster both high work productivity and a highquality experience for the people who do the work.
Vertical loading (introducing planning and decisionmaking responsibility) increases the challenge of
work (complexity and job depth) and reverses the
effects of overspecialization.
Job enrichment works best for individuals who
have a desire for personal growth.

Motivation Through Job Design (contd)

Five Core Dimensions of Work
Skill variety: the variety of activities required in
carrying out the work.
Task identity: the completion of a whole and
identifiable piece of work.
Task significance: how substantial an impact the job
has on the lives of other people.
Autonomy: the freedom, independence, and
discretion that one has to do the job.
Job feedback: how much performance feedback the
job provides to the worker.

Motivation Theories (contd)

Expectancy Theory (Vroom)
A model that assumes motivational strength is
determined by perceived probabilities of success.
Expectancy: ones subjective belief or expectation
that one thing will lead to another.

A Basic Expectancy Model

Ones motivational strength increases as ones
perceived effort-performance and performancereward probabilities increase the likelihood of
obtaining a valued reward.

Motivation Theories (contd)

Relevance of Expectancy Theory for Managers
Employee expectations can be influenced by
managerial actions and organizational experience.
Training increases employee confidence in their
efforts to perform.
Listening provides managers with insights into
employees perceived performance-reward
probabilities.

Motivation Theories (contd)

Goal-Setting Theory
Goal setting: the process of improving performance
with objectives, deadlines, or quality standards.

A General Goal-Setting Model

Properly conceived goals trigger a motivational
process that improves performance.

Figure 11.5
A Model of How Goals Can Improve Performance

Motivation Theories (contd)

Personal Ownership of Challenging Goals
Characteristics of effective goals:
Specificity makes goals measurable.
Difficulty makes goals challenging.
Participation gives personal ownership of the goal.

How Do Goals Actually Motivate?

Goals are exercises in selective perception.

Goals encourage effort to achieve something specific.
Goals encourage persistent effort.
Goals foster creation of strategies and action plans.

Motivation Theories (contd)

Practical Implications of Goal-Setting Theory
The developed ability to effectively set goals can be
transferred readily to any performance environments.

Motivation Through Rewards

Extrinsic Rewards
Payoffs (external) granted to the individual by others
Money, employee benefits, promotions,
recognition, status symbols, and praise.

Intrinsic Rewards
Self-granted and internally experienced payoffs
Sense of accomplishment, self-esteem, and selfactualization.

Motivation Through Rewards (contd)

Improving Performance with Extrinsic Rewards
Rewards must satisfy individual needs.
Cafeteria compensation: a plan that allows
employees to select their own mix of benefits.
Employees must believe that effort will lead to an
attainable reward.
Rewards must be personally and socially equitable.
Rewards must be linked to performance (results)
such that desired behaviors are encouraged.

Motivation through Employee

Participation
Participative Management
The process of empowering employees to assume
greater control of the workplace.
Setting goals
Making decisions
Solving problems
Designing and implementing organizational
changes
Two approaches to participation
Open-book management
Self-managed teams

Motivation through Employee

Participation (contd)
Open-Book Management (OBM)
Sharing a companys key financial data and
statements with all employees and providing the
education that will enable them to understand how the
company makes money and how their actions affect
its success and bottom line.
Benefits of OBM:
Displays a high degree of trust in employees.
Creates strong commitment to employee training.
Teaches patience when waiting for results.

Motivation through Employee

Participation (contd)
The STEP approach to Open-Book Management
(OBM)
Step 1: Exposure to financial data.
Step 2: Training employees in the business model.
Step 3: Empowering employees to make decisions.
Step 4: Sharing in profits, bonuses, and incentive
compensation.

Motivation through Employee

Participation (contd)
Self-Managed Teams
Teams of 5 to 50 employees (with assigned
membership) that assume traditional managerial
duties such as staffing and planning as part of their
normal work routine.
Also known as autonomous work groups and high
performance teams.
Operating with minimal supervision, the teams
self-management and cross-training fosters
creativity, motivation, and productivity.

Motivation through Employee

Participation (contd)
Vertically Loaded Jobs
Team members jobs become vertically loaded when
nonmanagerial team members assume duties
traditionally performed by managers.
The concept is new to the workplace and is not
widespread.

Managerial Resistance
Traditional authoritarian supervisors view autonomous
teams as a threat to their authority and job security.

Keys to Successful Employee

Participation Programs
Building Employee Support for Participation
A profit-sharing or gain-sharing plan.
A long-term employment relationship with good job
security.
A concerted effort to build and maintain group
cohesiveness.
Protection of individual employees rights.

Participation Effects
Participation affects both satisfaction and productivity;
its effect is stronger on satisfaction.

Motivation Through
Quality-of-Worklife Programs
Flexible Work Schedules
Flextime: a work schedule that allow employees to
choose their own arrival and departure times within
specified limits (core time).
Benefits
Better employee-supervisor relations.
Reduced absenteeism.
Selective positive impact on job performance
(improves productivity for some jobs, but not for
others).

Motivation Through
Quality-of-Worklife Programs

(contd)

Alternative Work Schedules

Compressed workweeks: 40 or more hours in less
than five days.
Permanent part-time: work weeks with fewer than
40 hours.
Job sharing: complementary scheduling that allows
two or more part-timers to share a single full-time job.

Motivation Through
Quality-of-Worklife Programs

(contd)

Family Support Services

Family Medical Leave Act (FMLA)
Requires employers to provide up to 12 weeks of
unpaid leave per year for family events.
Covers only employers with 50 or more
employees.
Employees must exhaust sick and vacation leave
first.
Other services
On-site child and elder care facilities
Emergency child care

Motivation Through
Quality-of-Worklife Programs

(contd)

Wellness Programs
Employer-provided programs to help employees cope
with stress and burnout.
Stress reduction, healthy eating and living clinics,
diet and quit-smoking programs, exercise facilities

Sabbaticals
Giving long-term employees extended periods of paid
time off to refresh themselves and bolster their
motivation and loyalty.