MOTIVATING EMPLOYEES

MOTIVATING EMPLOYEES

1. THE CONCEPT OF MOTIVATION

   • The arousal, direction, and persistence of behavior.
     • Intrinsic rewards
       • The satisfaction received in the process of performing an action.
     • Extrinsic rewards
       • A reward given by another person.

2. CONTENT PERSPECTIVES ON MOTIVATION

   • Content theories
     • A group of theories that emphasize the needs that motivate people.
   • The Hierarchy of Needs
     • A content theory that proposes that people are motivated by five categories of needs p —physiological, safety, belongingness, esteem, and self-actualization—that exist in a hierarchical order
   • ERG Theory
     • A modification of the needs hierarchy theory that proposes three categories of needs: existence, relatedness, and growth.
       • 1. Existence needs
         • The needs for physical well-being
       • 2. Relatedness needs.
         • The needs for satisfactory relationships with others
       • 3. Growth needs
         • The needs that focus on the development of human potential and the desire for personal growth and increased competence.
   • A Two-Factor Approach to Motivation
     • hygiene factors
       • Factors that involve the presence or absence of job dissatisfiers, including working conditions, pay, company policies, and interpersonal relationships.
   • Acquired Needs
     • Need for achievement
     • Need for affliation
     • Need for power

3. PROCESS PERSPECTIVES ON MOTIVATION

   • Goal-Setting Theory
     • A motivation theory in which specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement.
   • Equity Theory
     • A process theory that focuses on individuals’ perceptions of how fairly they are treated relative to others
   • Expectancy Theory
     • A process theory that proposes that motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards.
       • E ➞ P expectancy
         • Expectancy that putting effort into a given task will lead to high performance.

4. REINFORCEMENT PERSPECTIVE ON MOTIVATION

   • Reinforcement theory
     • A motivation theory based on the relationship between a given behavior and its consequences.
   • Behavior modifcation
     • The set of techniques by which reinforcement theory is used to modify human behavior
       • law of effect
         • The assumption that positively reinforced behavior tends to be repeated, and unreinforced or negatively reinforced behavior tends to be inhibited
       • reinforcement
         • Anything that causes a given behavior to be repeated or inhibited.
           • Positive reinforcement.The administration of a pleasant and rewarding consequence following a desired behavior.
           • avoidance learning The removal of an unpleasant consequence when an undesirable behavior is corrected.
           • punishment The imposition of an unpleasant outcome following undesirable behavior.

5. JOB DESIGN FOR MOTIVATION

   • Job Simplification
     • A job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do
   • Job Rotation
     • A job design that systematically moves employees from one job to another to provide them with variety and stimulation.
   • Job Enlargement
     • A job design that combines a series of tasks into one new, broader job to give employees variety and challenge.
   • Job Enrichment
     • A job design that incorporates achievement, recognition, and other highlevel motivators into the work.
   • Job Characteristics Model
     • A model of job design that comprises core job dimensions, critical psychological states, and employee growth-need strength
       • Core Job Dimensions Hackman and Oldham identifed fve dimensions that determine a job’s motivational potential:
         • 1. Skill variety.
         • 2. Task identity.
         • 3. Task significance.
         • 4. Autonomy.
         • 5. Feedback.

6. INNOVATIVE IDEAS FOR MOTIVATING

   • Empowering People to Meet Higher Needs
     • empowerment The delegation of power and authority to subordinates.
       • Employees receive information about company performance
       • Employees have knowledge and skills to contribute to company goals.
       • Employees have the power to make substantive decisions.
       • Employees are rewarded based on company performance.
   • Giving Meaning to Work Through Engagement
     • engagement A situation in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization.