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Motivating and Rewarding Employees

Motivating and Rewarding Employees. Learning Outcomes. Describe the motivation process Define needs Explain the hierarchy of needs theory Compare Theory X and Theory Y Examine the motivation-hygiene theory. Learning Outcomes. Examine motivation and equity theory Explain expectancy theory

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Motivating and Rewarding Employees

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  1. Motivating and Rewarding Employees Chapter 10

  2. Learning Outcomes • Describe the motivation process • Define needs • Explain the hierarchy of needs theory • Compare Theory X and Theory Y • Examine the motivation-hygiene theory Chapter 10

  3. Learning Outcomes • Examine motivation and equity theory • Explain expectancy theory • Design jobs to maximize performance • Discuss workforce diversity and motivation Chapter 10

  4. The Motivation Process Unsatisfied Need Search Behavior Tension Reduction of Tension Satisfied Need Drives Chapter 10

  5. Maslow’s Hierarchy of Needs Self Esteem Social Safety Physiological Chapter 10

  6. Little Ambition Theory X Workers Dislike Work Avoid Responsibility Self-Directed Theory Y Workers Enjoy Work Accept Responsibility Chapter 10

  7. Herzberg’s Two-Factor Theory Hygiene Factors Motivators • Quality of supervision • Salary and benefits • Company policies • Working conditions • Relations with others • Security and status • Career advancement • Recognition • Work itself • Responsibility • Advancement • Growth 0 Job Satisfaction High Job Dissatisfaction High Chapter 10

  8. Need for Achievement (nAch) The Theory of Needs David McClelland Need for Power (nPow) Need for Affiliation (nAff) Chapter 10

  9. Equity Theory Ratio Comparison* Employee’s Perception Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < Inequity (Under-Rewarded) = Equity > Inequity (Over-Rewarded) *Where A is the employee, and B is a relevant other or referent. Chapter 10

  10. Skill Variety Task Identity Task Significance Autonomy Feedback The Job Characteristics Model Chapter 10

  11. Examples of High and Low Job Characteristics • CharacteristicsExamples • Skill Variety • High variety The owner-operator of a garage who does electrical repair, rebuilds engines, • does body work, and interacts with customers • Low variety A bodyshop worker who sprays paint eight hours a day • Task Identity • High identity A cabinetmaker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection • Low identity A worker in a furniture factory who operates a lathe to make table legs • Task Significance • High significance Nursing the sick in a hospital intensive-care unit • Low significance Sweeping hospital floors • Autonomy • High autonomy A telephone installer who schedules his or her own work for the day, and decides on the best techniques for a particular installation • Low autonomy A telephone operator who must handle calls as they come according to a routine, highly specified procedure • Feedback • High feedback An electronics factory worker who assembles a radio and then tests it to • determine if it operates properly • Low feedback An electronics factory worker who assembles a radio and then routes it to a quality control inspector who tests and adjusts it Chapter 10

  12. The Job Characteristics Model Core Job Dimensions Critical Psychological States Personal and Work Outcomes Skill variety Task identify Task significance High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Experienced meaningfulness of the work Experienced responsibility for outcomes of the work Autonomy Knowledge of the actual results of the work activities Feedback Employee Growth Need Strength Chapter 10

  13. Motivating Potential Score (MPS) Skill Variety Task Identity Task Significance + + X Autonomy X Feedback = 3 Motivation Performance Satisfaction Absence Turnover High MPS Increases and Decreases The Motivating Potential Score Chapter 10

  14. Expectancy Theory 1. Effort-performance relationship 2. Performance-rewards relationship 3. Rewards-personal goals relationship Individual Effort Individual Performance Organizational Rewards 1 2 3 Individual Goals Chapter 10

  15. An Integrative Model of Motivation High nAch Equity Comparison OO IA IB Ability Opportunity Performance Appraisal Criteria Individual Effort Individual Performance Organization Rewards Personal Goals Performance Appraisal System Reinforcement Dominant Needs Goals Direct Behavior

  16. Contemporary Motivation Issues Workforce diversity Pay-for-performance Minimum-wage workers Professional employees Technical workers Chapter 10

  17. Compressed Workweek Job Sharing Flextime Telecommuting Flexible Work Options Chapter 10

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