Foundations of Employee Motivation

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5
C H A P T E R
Foundations of Employee Motivation
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Challenges of Motivating Employees

• Layoffs, restructuring
• Damaged trust, commitment
• Flatter organizations
• Fewer supervisors to monitor performance
• Changing workforce
• Diverse workforce has diverse needs

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Motivation Theories

• Content Theories
• Explain why people have different needs
• at different times
• Process Theories
• Explain why people behave the way they do

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Motivation Theories

• Content Theories
• Maslows Needs Hierarchy
• Alderfers ERG Theory
• Herzbergs Theory
• McClellands Theory

• Process Theories
• Expectancy Theory
• Equity Theory
• Goal Setting

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Maslows Needs Hierarchy
Self- Actualization

• 5 needs in a hierarchy
• Satisfaction-progression process
• People who experience self-actualization desire
  more rather than less of this need

Esteem
Belongingness
Safety
Physiological
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Alderfers ERG Theory
ERGTheory
MaslowsTheory

• 3 sets of needs (not 5)
• Satisfaction-Progression
• Frustration-Regression
• Explanation for change in needs
• Better supported by research

Self- Actualization
Growth
Esteem
Belongingness
Relatedness
Safety
Existence
Physiological
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Herzbergs Motivator-Hygiene Theory

• Motivators recognition, advancement,
  achievement lead to job satisfaction
• Hygienes job security, working conditions,
  supervision, pay lead to job dissatisfaction
• People do not change their needs over time
• Motivated by growth esteem needs
• Not well supported by research

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McClellands Learned Needs Theory

• McClellands Learned Needs
• secondary needs learned through childhood
• experiences, parental styles, social norms
• Need for Achievement
• Need for Affiliation
• Need for Power

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McClellands Learned Needs Theory

• McClellands Learned Needs
• Need for Achievement
• High nAch prefer working alone with moderate
  degree of risk
• Successful entrepreneurs are usually high nAch

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McClellands Learned Needs Theory

• McClellands Learned Needs
• Need for Affiliation
• High nAff prefer working with
• others than alone
• Better attendance records
• Better at mediating conflict
• Less effective at allocating
• scare resources

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McClellands Learned Needs Theory

• McClellands Learned Needs
• Need for Power
• High nPow exercise control over others
• Personalized Power
• Power for its own sake
• Social Power
• Power as a means to
• help others

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Motivation Theories

• Content Theories
• Maslows Needs Hierarchy
• Alderfers ERG Theory
• Herzbergs Theory
• McClellands Theory

• Process Theories
• Expectancy Theory
• Equity Theory
• Goal Setting

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Expectancy Theory
Outcome 1 or -
Outcome 2 or -
Outcome 3 or -
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Expectancy Theory

• Increasing E-to-P Expectancy
• Selection, training, resources, clarify roles,
  provide coaching feedback
• Increasing P-to-O Expectancy
• Measure performance accurately, explain how
  rewards are based on past performance
• Increasing Outcome Valences
• Use valued rewards, individualize rewards,
  minimize countervalent outcomes

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Equity Theory

• Equity Theory people develop perceptions
• of fairness in the distribution exchange
• of resources people are motivated to
• maintain state
• Inputs
• What employee contributes (time, skill,)
• Outcomes
• What employee receives (pay, recognition,)

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Equity Theory

• Equity Evaluation
• Underreward Inequity
• Anger
• Equity Condition
• Satisfied
• Overreward Inequity
• Guilt

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Equity Theory
Comparison Other
You
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Equity Theory

• Consequences of Inequity
• Uncomfortable emotional state
• Change inputs
• Change outcomes
• Change perceptions
• Leave the field
• Act on the comparison other
• Change the comparison other

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Equity Theory

• Equity Sensitivity
• Benevolents
• Tolerant of being underrewarded
• More of an internal locus of control
• High levels of conscientiousness agreeableness
• Equity Sensitives
• Want ratio to be equal to comparison other
• Entitleds
• Prefer receiving proportionately more than others
• More of an external locus of control

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Effective Goal Setting
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Effect of Goal Difficulty on Performance
High
Area of Optimal Goal Difficulty
Task Performance
Low
Moderate
Challenging
Impossible
Goal Difficulty