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Chapter 10 Motivating and Rewarding Employees. Learning Outcomes. Describe the motivation process Define needs Explain the hierarchy or needs theory Differentiate Theory X and Theory Y Describe the motivational implications of equity theory (continued). Learning Outcomes (continued).
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Learning Outcomes • Describe the motivation process • Define needs • Explain the hierarchy or needs theory • Differentiate Theory X and Theory Y • Describe the motivational implications of equity theory (continued)
Learning Outcomes(continued) • Explain the key relationships in expectancy theory • Describe how managers can design individual jobs to maximize employee performance • Describe the effect of workforce diversity on motivational practices • Describe how entrepreneurs motivate their employees
Motivation and Individual Needs • Willingness • High level of effort • Satisfaction of individual need
The Motivation Process (Exhibit 10-1) Unsatisfied Need Search Behaviour Tension Reduction of Tension Satisfied Need Drives
Maslow’s Hierarchy of Needs Self Esteem Social Safety Physiological Source: Motivation and Personality, Second Edition, by A. H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, New Jersey.
Little Ambition Theory X Employees Dislike Work Avoid Responsibility Self-Directed Theory Y Employees Enjoy Work Accept Responsibility
The Three- Needs Theory Achievement (aAch) Affiliation (nAff) Power (nPow)
Equity Theory Employee’s Assessment Perceived Ratio Comparison* 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.
Skill Variety Task Identity Task Significance Autonomy Feedback JOB DESIGN INFLUENCES MOTIVATION
1. Effort-performance relationship 2. Performance-rewards relationship 3. Attractiveness relationship Expectancy Theory Individual Effort Individual Performance Organizational Rewards 1 2 3 Individual Goals
Motivating a Diverse Workforce • Flexibility • Not everyone sees their job the same way- what motivates me may not motivate you • Recognize differences • People are Different • Accommodate • Cultural Differences
Pay-for-Performance • Piece rate • Gainsharing • Wage-incentive • Profit-sharing • Bonuses
Competency-Based Compensation • Skills • Knowledge • Abilities • Behaviour • I.e. leadership, decision making, problem solving, etc
Motivating Minimum-Wage Employees • Employee recognition • Praise • Empowerment
Motivating Professional and Technical Employees • New assignments • Challenges • Autonomy • Training and educational opportunities • Recognition • Simplify non-work life
Flexible Work Options • Compressed work week • Flex-time • Job sharing • Telecommuting
Additional Suggestions for Motivating Employees • Recognize individuals • Match people to jobs • Use goals • Make goals attainable
Further Suggestions for Motivating Employees • Individualize rewards • Link rewards to performance • Check the system for equity • Don’t ignore money
Entrepreneurs and Motivation • Motivation for entrepreneurs is critical • Employee empowerment is key motivational tool • Gradual process • Delegation • Job redesign