Chapter 16 Motivating Employees PDF

Management Fifteenth Edition, Global Edition Chapter 16 Motivating Employees MGT 201 – Fundamentals of Management Alaa Hamade...

Management Fifteenth Edition, Global Edition Chapter 16 Motivating Employees MGT 201 – Fundamentals of Management Alaa Hamade Copyright © 2021 Pearson Education Ltd. What is Motivation? Motivation: the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal – Energy: a measure of intensity or drive – Direction: toward organizational goals – Persistence: exerting effort to achieve goals Intrinsically Motivated Behavior is behavior that is performed for its own sake. Extrinsically Motivated Behavior is behavior that is performed to acquire material or social rewards or to avoid punishment. Copyright © 2021 Pearson Education Ltd. Maslow’s Hierarchy of Needs Theory Hierarchy of needs theory: Maslow’s theory that human needs—physiological, safety, social, esteem, and self- actualization—form a sort of hierarchy – Individuals must satisfy lower-order needs before they can satisfy higher order needs. Copyright © 2021 Pearson Education Ltd. Levels of Needs Physiological needs: a person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs Safety needs: a person’s needs for security and protection from physical and emotional harm Social needs: a person’s needs for affection, belongingness, acceptance, and friendship Esteem needs: a person’s needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention Self-actualization needs: a person’s need to become what he or she is capable of becoming Copyright © 2021 Pearson Education Ltd. McGregor’s Theory X and Theory Y Theory X: the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform Theory Y: the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self- direction Copyright © 2021 Pearson Education Ltd. Goal-Setting Theories Goal-setting theory: the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals – Self-efficacy: an individual’s belief that he or she is capable of performing a task – Working toward a specific goal is a major source of motivation. – Difficult goals will lead to higher performance if they are accepted. – Participation in goal-setting is preferable when employees might resist accepting difficult goals – People will do better if they get feedback on how well they are progressing toward their goals. Copyright © 2021 Pearson Education Ltd. Exhibit 16.5 Goal-Setting Theory Exhibit 16.5 summarizes the relationships among goals, motivation, and performance. Copyright © 2021 Pearson Education Ltd. Designing Motivating Jobs Job design: the way tasks are combined to form complete jobs Job enlargement: the horizontal expansion of a job by increasing job scope Job enrichment: the vertical expansion of a job by adding planning and evaluating responsibilities Job characteristics model (JC M): a framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes Copyright © 2021 Pearson Education Ltd. Exhibit 16.6 Job Characteristics Model Exhibit 16.6 shows the JC M Copyright © 2021 Pearson Education Ltd. Five Core Job Dimensions (1 of 2) Skill variety: the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents Task identity: the degree to which a job requires completion of a whole and identifiable piece of work Task significance: the degree to which a job has a substantial impact on the lives or work of other people Autonomy: the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out Feedback: the degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information about his or her performance effectiveness Copyright © 2021 Pearson Education Ltd. Five Core Job Dimensions (2 of 2) Job Characteristics Model (JCM) – Employees are likely to be motivated when they learn (knowledge from feedback) that they personally (through autonomy) performed well on tasks that they care about (meaningful tasks). Copyright © 2021 Pearson Education Ltd. Equity Theory Equity theory: The theory that an employee compares his or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity Copyright © 2021 Pearson Education Ltd. Expectancy Theory Expectancy theory: the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual Copyright © 2021 Pearson Education Ltd. Expectancy Relationships Expectancy (effort–performance linkage) – The perceived probability that an individual’s effort will result in a certain level of performance. Instrumentality (performance-reward linkage) – The perception that a particular level of performance will result in attaining a desired outcome (reward). Valence (attractiveness of reward) – The attractiveness/importance of the performance reward (outcome) to the individual. Copyright © 2021 Pearson Education Ltd. Exhibit 16.8 Expectancy Model Exhibit 16.8 illustrates the three relationships in the expectancy model. Copyright © 2021 Pearson Education Ltd. Expectancy Relationships How hard do you have to work to achieve a certain level of performance, and do you believe you can achieve that level? Is the expected outcome in your control? What reward will you get for performing at that level of performance? Do you trust you will receive that reward if you perform at that level? How attractive is the reward to you, and does it help you achieve your own personal goals? Copyright © 2021 Pearson Education Ltd.