Chapter 9

What does it take to get these behaviour?

What theory says
what practitioners say

REPORTED BY: DENELYN P. ALUZADA

Three Elements of Motivation

 1. what important to a person?

 2. offering it in exchange for some
 3. desired behaviour.
What theory says
Motivation theory
Theory Essential features

Maslow’s need people are motivated by inner needs.

Hierarchy Needs form a hierarchy from most
basic(foods and shelter) to higher- order
(e.g.,self-esteem, love, self-actualization).
needs are never fully met, they operate
cyclically.
Higher-order needs become motivating
after lower-order needs are not met. When
needs are not met, they become trustrating.
 Predictions About performance - So What?

Based pay

1. Base pay must be set high enough to provide A. performance- based pay
may
Individuals with the economic means to meet their be demotivating if it
impinges
basic living needs. upon employees
capacity to
meet daily living
needs.
2. An at risk program will not be motivating since it B. Incentive pay is
motivating to
Restricts employees ability to meet lower order needs. The extent it is attached to
achieve-
3. success- sharing plans may be motivating to the extent ment, recognition or approval.
 ↓ ↓

Herzberg’s two Employees are motivated by two types of motivators:

factors theory hygiene factors and satisfiers.

Hygiene or maintenance factors in their absence
prevent
behaviour’s, but in their presence cannot motivate.
Perfor-
mance. They are related to basic living needs, security
and
fair treatment.
Satisfiers, such as recognition, promotion and
achievement
 → →
1. Base pay must be set high enough to
Provide individuals with the economic means
To meet hygiene needs. But it cannot motivate
Performance.
2. Performance is obtained through rewards-
Payments in excess of that required to meet
Basic needs.
3. performance- based pay is motivating to
The extent it is connected with meeting emplo-
Yee’s needs for recognition, pleasure attainment,
Achievement, and the like.
A. pay level is important must meet minimum
requirements before performance-based
pay can operate as motivator.
B. Security plans will induce minimum, but not
extra, performance. Success sharing plans
will be motivating at risk plans will be demo-
tivating.
C. other conditions in the working relationship
influence the effectiveness of performance-
based pay.
 ↓

4. Other factors such as interpersonal atmosphere,

Responsibility, type of work, and working conditions
Influence the efficacy of performance- based pay.
 ↓ ↓

Essential features
Expectancy Motivation is the product of three percep-
tions: expectancy, instrumentality and va-
lence.
expectancy is employee’s assessment of
their ability to performance required job
tasks.
instrumentality is employee’s beliefs that
requisite job performance will be rewarded
by the organization.
Valence is the value employee’s attach to
the organization rewards offered for satis-
factory job performance.
 ↓ ↓

Equity employees are motivated when

perceived out-
puts (I,e…pay) are equal to perceived
input
(e.g…effort, work, behaviors).
A disequilibrium in the output-to-input
balance
causes dis comport.
if employees perceive that others are
paid more
for the same effort, they will react
negatively
(e.g,,,shirk) to correct the output-to-
 → →
Predictions about
performance- Based pay
1. Job tasks and responsibilities should be
clearly defined.
2. The pay performance link is critical
3. performance- based pay returns must be
large enough to be seen as rewards.
4. People chose the behaviour that leads
to the greatest reward
So what?
A. larger incentive payments are better than
smaller ones.
B. line of sight is critical employees must believe
they can influence performances targets.
C. Employee-assesments of their own ability are
important organization should be aware training
and resource needs required to performance at
target levels.
 → →
1. The pay performance link is critical,
clearly de-
increases in performance must be matched
affect
by commensurate increases in pay.
2. Performance inputs and expected outputs
must be clearly defined and identified.
3. Employees evaluate the adequacy of their
performance-
pay via comparisons with other employees.
organi-
A. performance measures must be
fined, and employee must be able to
Them through work behaviours.
B. if pay outs do not match expectations,
employees will react negatively.
C. fairness and consistency of
Based pay across employees in an
zation is important.
D. since employees evaluate their
 ↓ ↓

Reinforcement rewards reinforce (I,e.. motivate and sustain) perfor-

mance, rewards must follow directly after behaviours
to be reinforcing. Behaviours that are not rewarded
will discontinued.
Goal setting challenging performance goals influence greater
intensity and duration in employee performance.
Goals serve as feedback standards to which emplo-
yees can compare their performance.
individuals are motivated to the extent that goal
achievement is combined with receiving valued rewards.
 ↓ ↓

Agency pay directs and motivates employee

performance.
employees prefer static wages (e,g, a salary)
to per-
formance- based pay if performance can be
accura-
telly monitored, payment should be based
upon satis-
factory completion of work duties. If
performance
cannot be monitored, pay should be aligned
with
achieving organizational objectives.
 → →

1. performance-based payments A. Timing of pay outs is very important

must follow closely behind performance.
2. Rewards must be tightly coupled to desired
performance objectives.
3. With holding pay outs can be away to dis-
courage unwanted behaviours.
 → →
1. performance-based pay must be contingent
upon achievement of important performance
goals.
2. Performance goals should be challenging and
specific. The amount of the incentive reward
should match the goal difficulty.
A. line-of-sight is important, employees
must believe they can influence per-
formance targets.
B. performance targets should be
communicated in terms of specific
Difficult goals.
C. Feedback about performance is
important.
D. performance- based pay outs should
be contiguent upon goal achievement.
 → →
1. performance-based pay must be tightly
optional,
linked to organizational objectives.
complex
2. Employees dislike risky pay and will demand
work is
a wage premium(e,g..higher total pay) in ex-
change for accepting performance-based pay.
3. performance- based pay can be used to direct
and induce employee performance.
opportunity.
A. performance based pay is the
Compensation choice for more
jobs where monitoring employees
difficult.
B. performance targets should be tied to
organizational goals.
C. use of performance based pay will
require higher total pay
What does it take to get these
behaviours?

 Employees learned what behaviours were important

as part of the socialization process or as part of the
performance management process.
Example;
one of our daughters worked as a business consultant for Accenture.A
very large consulting company.she learned quickly that 70-8 hour work
weeks were fairly common.
 Components of a total reward system

1. Compensation – wages, commissions, and bonuses

2. Benefits - vacations, health insurance
3. Social interaction – Friendly work place
4. Security – stable, consistent position and rewards
5. Status/ recognition – Respect, prominence due to work
6. Work variety – opportunity to experience different things
7. Work load – Right amount of work (not to much, not too tittle)
8. Work importance – Work is valued by society
9. Authority/control/autonomy –Ability to influence others, control own destiny
10. Advancement – chance to get a head
11. Feed back – Receive information helping to improve performance
12. Work conditions – Hazard free
13. Development – formal and opportunity informal training to learn new knowledge skills/ abilities.
 What practitioners says

Wage component
• Bay pay
• Across- the-board increase
• Cost-of-living increase
• Merit pay
• Lump- sum bonus
• Individual incentive
• Success – sharing plans
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