Motivating Employees To Improve Job Performance

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Chapter 13

• Motivating Employees To Improve Job Performance

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EMPLOYEE MOTIVATION(Book Definitions)

• Motivation the psychological process that gives
  behavior purpose and direction.
• Alternative Definition
• Motivation is an inner drive that directs
  individuals behavior towards goals.

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EMPLOYEE MOTIVATION (continued)

• Factors to Consider In the Motivation Job
  Performance Linkage
• Individual motivational factors (Needs,
  satisfaction, expectations, goals)
• Individual ability to get the job done
• (Depends on availability of resources and
  capability of employees)
• Its a waste of time trying to motivate workers if
  they dont have tools and capabilities.

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EMPLOYEE MOTIVATION (continued)

• Some situations dont make it easy to motivate
  people
• Situational factors that help motivate - see
  below
• Challenging and interesting work
• Opportunity for participation and self management
• Desired rewards

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EMPLOYEE MOTIVATION (continued)

• For Discussion Which of these factors has
  overriding importance in your worklife? Why?

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Chapter Outline

• I. Motivation Theories
• Maslows Need Hierarchy Theory
• Herzbergs Two-Factor Theory
• Expectancy Theory
• Goal-Setting Theory

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MASLOWS NEEDS HIERARCHY THEORY

• Maslows message was simply this people always
  have needs, and when one need is relatively
  fulfilled, others emerge in a predictable
  sequence to take its place.
• (Preponent need is most motivating)

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MASLOWS NEEDS HIERARCHY THEORY(continued)

• Highest level
• Self-actualization needs (being everything one is
  capable of becoming)
• Esteem needs (Self-respect self-confidence)
• Love needs (Social acceptance and affection)
• Safety needs (Protection from the elements)
• Physiological needs (Life-sustaining needs)
• Lowest level
• (Forms a pyramid of needs)

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Maslows Hierarchy of Needs Theory
Source Data for diagram drawn from A. H. Maslow,
A Theory of Human Motivation, Psychological
Review, 50 (July 1943) 370-396.
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MASLOWS NEEDS HIERARCHY THEORY(continued)

• For Discussion Which level of needs primarily
  drives you at this point in your life? Explain.

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HERZBERGS TWO-FACTOR THEORY OF
MOTIVATION(Satisfaction Motivation)

• The elimination of dissatisfaction is not the
  same as truly motivating an employee. To satisfy
  and motivate employees, an additional element is
  required meaningful, interesting, and
  challenging work.

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HERZBERGS TWO-FACTOR THEORY OF
MOTIVATION(Satisfaction Motivation)(continued)

• Dissatisfiers come from the job context or
  situation
• ( Money, fellow workers, superiors, etc.)
• Satisfiers come from job content or the work
  itself
• Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• Growth

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HERZBERGS TWO-FACTOR THEORY OF
MOTIVATION(Satisfaction Motivation)(continued)

• For Discussion
• 1. Describe the worst job you ever had. What
  roles did Herzbergs dissatisfiers and satisfiers
  play?
• 2. Describe the best job you ever had. What
  roles did Herzbergs dissatisfiers and satisfiers
  play?

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EXPECTANCY THEORY OF MOTIVATION

• Expectancy theory assumes motivational strength
  is determined by perceived probabilities of
  success.
• Expectancy ones belief or expectation that one
  thing will lead to another.

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EXPECTANCY THEORY OF MOTIVATION(continued)

• Three Key Perceptions in Expectancy Theory
• 1. Perceived effort-performance probability
  (expectancy) - You have the tools and are capable
• 2. Perceived value of rewards. (valence) - You
  value the reward
• 3. Perceived performance-reward probability
  (instrumentality) - oragnziation recognizes
  youre doing a good job and gives you reward

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A Basic Expectancy Model
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Expectancy Equation

• Expectancy Probability Xs Instrumentality
  Probability Xs Valence of Reward
  Motivational Force
• For example
• .4 x .3 x 3 .36 Motivational force
• Expectacy Ranges from 0.0 to 1.0
• Instrumentality Ranges from 0.0 to 1.0
• Valence or Value of reward can be some number
  like plus or minus 10 where plus 10 is best
  reward you can think of and -10 is worst
  punishment you can think of.

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Another way to get people motivated is found in
GOAL-SETTING THEORY

• Goal setting process of improving individual or
  group job performance with formally stated
  objectives, deadlines, or quality standards.

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GOAL-SETTING THEORY

• How Goals Improve Performance
• 1. Goals need to be
• Specific
• Difficult
• Participatively set
• 2. Goals motivate by
• Directing attention
• Encouraging effort
• Encouraging persistence
• Fostering goal-attainment strategies and
  action plans

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A Model of How Goals Can Improve Performance
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GOAL-SETTING THEORY(continued)

• For Discussion
• Goal-setting to just do your best. How do you
  interpret this advise in light of the model in?
• How do you use goals to improve your performance
  at school, at work, in sports, or elsewhere?
  (Give a specific goal you have on grades on
  teams.?

researchers say it is a mistake to tell someone
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Personal and Social Equity Theory of how people
are motivated
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Chapter Outline (continued)

• II. Motivation Through Job Design
• Strategy One Fitting People to Jobs
• Strategy Two Fitting Jobs to People

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JOB DESIGN

• Job design creating task responsibilities based
  upon strategy, technology, and structure.
• Your limited as to how you can design a job by
  the organizations strategy.

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JOB DESIGN - LIMITS

• Technology may require more or less expertise -
  or may cause you to have to survive in a bad
  environment (oil rig)
• Organizational structure can effect job design
  (large sales territory sparsely settled
  territory, makes you travel a lot.)

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JOB DESIGN(continued)

• Strategy One Fitting People to Jobs
• Realistic job previews (you have to fit this
  job even when its bad)
• Job rotation
• Limited exposure
• Contingent time off rewarding people with early
  time off when they get the job done.
• ( Productivity quality often go up - people can
  earn time off.)

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JOB DESIGN(continued)

• Strategy Two Fitting Jobs to People
• Job enlargement combining two or more
  specialized tasks to increase motivation. (Also
  called horizontal job loading.)
• Job enrichment redesigning jobs to increase
  their motivating potential. (Also called
  vertical job loading.)

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JOB DESIGN(continued)

• For Discussion Describe your present (or past)
  job and explain how it could be horizontally or
  vertically loaded.

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Strategy Two FITTING JOBS TO PEOPLEUse various
types of JOB ENRICHMENT

• Comprehensive rebuilding of jobs using the Job
  Characteristics model.
• Core Job Characteristics
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback from job

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JOB ENRICHMENT(continued)

• Critical Psychological States
• Feeling that work is meaningful
• Feeling of responsibility for outcomes
• of the work
• Knowledge of the actual results of the
• work

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JOB ENRICHMENT(continued)

• Team Exercise Brainstorm the perfect job a
  person could have and describe it in terms of the
  core job characteristics and critical
  psychological states. (Note You can build upon
  a job you have heard about or create an entirely
  new job.)

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Chapter Outline(continued)

• III. Motivation Through Rewards
• Extrinsic Versus Intrinsic Rewards
• Employee Compensation
• Improving Performance with Extrinsic Rewards

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MOTIVATION THROUGH REWARDS

• Rewards the material and psychological payoffs
  for working.
• Extrinsic rewards payoffs granted to the
  individual by other people (e.g., money,
  benefits, recognition, praise).
• Intrinsic rewards self-granted and internally
  experienced payoffs (e.g., a sense of
  accomplishment).

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MOTIVATION THROUGH REWARDS(continued)

• Team Competition Brainstorm a list of as many
  workplace extrinsic rewards as possible in ten
  minutes.

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MOTIVATION THROUGH REWARDS(continued)

• For Discussion Describe a situation in which
  you got an intrinsic reward from working. What
  can managers do to foster situations like that?

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MOTIVATION (Extrinsic Rewards)EMPLOYEE
COMPENSATION PLANS

• Non-incentive
• Hourly Wage
• Annual salary
• Incentive
• Piece rate
• Sales commission
• Merit pay
• Profit sharing
• Gain sharing
• Pay-for-knowledge
• Stock options

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EMPLOYEE COMPENSATION PLANS(continued)

• Other
• Cafeteria compensation (Life-cycle benefits)
• Employees select their own benefits from a list.
• What you pick changes as your stages of life
  change.

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EMPLOYEE COMPENSATION PLANS(continued)

• For Discussion
• 1. From a managerial standpoint, which type of
  pay plan is best? Why?
• 2. Which pay plan would you prefer? Why?

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Chapter Outline(continued)

• IV. Motivation Through Employee
  Participation
• Quality Control Circles
• Self-Managed Teams
• Keys to Successful Employee Participation Programs

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PARTICIPATIVE MANAGEMENT

• Participative management the process of
  empowering employees to assume greater control of
  the workplace.
• Quality control circles voluntary
  problem-solving groups committed to improving
  quality and reducing costs.
• Self-managed teams high-performance teams that
  assume traditional managerial duties such as
  staffing and planning.

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PARTICIPATIVE MANAGEMENT(continued)

• Keys to Successful Employee Participation
  Programs
• 1. A profit-sharing or gain-sharing plan.
• 2. A long-term employment relationship with
• good job security.
• 3. A concerted effort to build and maintain
• group cohesiveness.
• 4. Protection of the individual employees
  rights.

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PARTICIPATIVE MANAGEMENT(continued)

• For Discussion Are these four factors a
  package deal, meaning could one or two missing
  factors ruin a participative management program?

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Chapter Outline(continued)

• V. Other Motivation Techniques for a Diverse
  Workforce
• Flexible Work Schedules
• Family Support Services
• Sabbaticals

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No Brainers on Motivating

• Pick those with correct ability (HRM)
• Give them tools and training (HRM, good Mgmt)
• Have good evaluation system
• Choose correct rewards (Maslow, Herzberg,
  Expectancy theory)
• Be equitable (Equity theory
• (effort/rewards of person1)(effort/rewards
  of person 2)
• Design jobs well ( i.e. job characteristic model)

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Individual Motivation and Job Performance