1 / 12

Motivating Employees: Theories, Strategies, and Challenges

This chapter explores the concept of motivation, identifies key personality characteristics, explains early theories of motivation, and provides strategies for maximizing employee motivation. It also discusses the impact of workforce diversity and explores specific challenges faced by supervisors in motivating employees.

szuniga
Download Presentation

Motivating Employees: Theories, Strategies, and Challenges

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 8 MOTIVATING FOLLOWERS

  2. Chapter Outcomes Define motivation. Identify and define five personality characteristics relevant to understanding the behavior of employees. Explain the elements and the focus of the three early theories of motivation. Identify the characteristics that stimulate the achievement drive in high achievers. Identify the three relationships in expectancy theory that determine an individual’s level of effort. List actions a supervisor can take to maximize employee motivation. Describe how supervisors can design individual jobs to maximize employee performance. Explain the effect of workforce diversity on motivating employees.

  3. EXHIBIT 8–1 Needs and motivation.

  4. EXHIBIT 8–2 Maslow’s hierarchy-of-needs theory. Source: Instructional Communications Centre, McGill University, Montreal, Canada. Reprinted with permission.

  5. McGregor’s Theory X—Theory Y Theory X Employees dislike and avoid work Must be coerced and controlled Avoid responsibility Place security above all else Theory Y Employees view work as a natural state Exercise self-control and direction Accept and seek responsibility Have ability to make good decisions

  6. EXHIBIT 8–4 Contrasting views of satisfaction/dissatisfaction.

  7. EXHIBIT 8–5 Equity theory.

  8. EXHIBIT 8–6 Expectancy theory.

  9. Creating a motivating atmosphere at work Recognize individual differences. Match people to jobs. Set challenging goals. Encourage participation. Individualize rewards. Link rewards to performance. Check for equity. Don’t ignore money.

  10. EXHIBIT 8–7 Examples of high and low levels of job characteristics.

  11. Flow in the workplace Flow often occurs when: One’s skills are appropriately matched by challenges. Concentration is intense. Concept of self disappears and one loses a sense of time. The activity is so rewarding it is undertaken for its own sake.

  12. Motivation challenges for today’s supervisors Motivating a diverse workforce Paying for performance Motivating minimum-wage employees Motivating professional and technical employees Employee stock ownership plans

More Related