Because learning changes everything.

CHAPTER 5
Foundations of Employee
Motivation

© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
 After reading this chapter,
you should be able to:

5.1 Define motivation and how it affects your behavior.

5.2 Compare and contrast the content theories of
motivation.
5.3 Compare and contrast the process theories of
motivation.
5.4 Describe three approaches to motivating
employees through job design.
5.5 Describe the implications of chapter content for you
and managers.

© McGraw Hill
 The What and Why of Motivation

Motivation: describes the

psychological processes “that
underlie the direction, intensity, and Types of Motivation:
persistence of behavior or thought.”

Direction.
Extrinsic.
Intensity.
Intrinsic.
Persistence.

© McGraw Hill
 Two Fundamental Perspectives on Motivation

Content theories:
• Identify internal factors such as needs and satisfaction that
energize employee motivation.

Process theories:
• Explain the process by which internal factors and situational
factors influence employee motivation.

© McGraw Hill
 Content Theory:
McGregor’s Theory X and Theory Y

Theory X: Theory Y:

• Pessimistic view of
• Modern and positive set
employees.
of assumptions about
• Employees dislike work employees.
and must be monitored. • Employees are self-
• Can only be motivated engaged, committed,
with rewards and responsible, and creative.
punishments.

© McGraw Hill
 Figure 5.2 Maslow’s Need Hierarchy

Access the text alternative for slide images.

© McGraw Hill
 Using Maslow’s Theory

To motivate employees:
• Remember employees have needs beyond a paycheck.
• Focus on satisfying employee needs related to self-
concepts.
• Self-esteem.
• Self-actualization.

• Satisfied needs lose their potential.

• Be careful when estimating employee’s needs.

© McGraw Hill
 Content Theories of Motivation:
McClelland’s Acquired Needs Theory

Achievement: Affiliation:
• Prefers working on • Likes to work in teams
challenges. with cooperation and
• Best in situations in collegiality.
which performance is • Tends to avoid conflict.
due to effort and • Likes to be praised in
ability. private.
• Prefers to work with Power:
other high achievers. • Likes to be in charge.
• Likes to be in control
of people and events.
• Appreciates being
recognized.

© McGraw Hill
 Content Theories of Motivation:
Self-Determination Theory

Assumes that three innate needs influence our behavior

and well-being.
1. Competence.
2. Autonomy.
3. Relatedness.
Focuses on intrinsic motivation.
Needs are learned over time.

© McGraw Hill
 Using Self-Determination Theory

Managers should influence behavior by creating work

environments that support each need.
• Provide tangible resources, time, contacts, and coaching to improve
competence.
• Empower employees and delegate meaningful assignments and tasks
to enhance feelings of autonomy.
• Use fun and camaraderie to foster relatedness.

© McGraw Hill
 Herzberg’s Motivator–Hygiene Theory

Job satisfaction and dissatisfaction arise from two different

sets of factors.
• Hygiene may cause a person to move from a state of no
dissatisfaction to dissatisfaction.

• Motivating may cause a person to move from a state of no

satisfaction to satisfaction.

To improve motivation, managers can improve the motivators

that drive satisfaction and improve hygiene factors that
otherwise reduce job satisfaction.

© McGraw Hill
 Figure 5.5 A Comparison of Need and
Satisfaction Theories

Access the text alternative for slide images.

© McGraw Hill
 Process Theories of Motivation: Equity (Justice) Theory

Equity theory is a model of motivation that explains how

people strive for fairness and justice in social exchanges or
give-and-take relationships.

The model is based on our evaluation and comparison of

outputs and inputs with relevant others.

© McGraw Hill
 Figure 5.6 Elements of Equity Theory

Access the text alternative for slide images.

© McGraw Hill
 Process Theories of Motivation: Justice Theory

Organizational justice refers Three types of justice:

to the extent to which people 1. Distributive Justice.
perceive that they are
treated fairly at work. 2. Procedural Justice.
3. Interactional Justice.

© McGraw Hill
 Using Equity and Justice Theories

Employee perceptions count.

Employees want a voice in decisions that affect them.

Employees should have an appeals process.

Leader behavior matters.

A climate for justice makes a difference.

© McGraw Hill
 Figure 5.8 Major Elements of Expectancy Theory

People are motivated to behave in ways that produce desired

combinations of expected outcomes.

Access the text alternative for slide images.

© McGraw Hill
 Table 5.1 Managerial and Organizational Implications of
Expectancy Theory
FOR MANAGERS FOR ORGANIZATIONS
Determine the outcomes that employees Reward people for desired performance,
value. and do not keep pay decisions secret.

Identify good performance so appropriate Design challenging jobs.

behaviors can be rewarded.

Make sure employees can achieve targeted Tie some rewards to group
performance levels. accomplishments to build teamwork and
encourage cooperation.
Link desired outcomes to targeted levels of Reward managers for creating, monitoring,
performance. and maintaining expectancies,
instrumentalities, and outcomes that lead to
high effort and goal attainment.

Make sure changes in outcomes are large Monitor employee motivation through
enough to motivate high effort. interviews or anonymous questionnaires.
Monitor the reward system for inequalities. Accommodate individual differences by
building flexibility into the motivation
program.

© McGraw Hill
 How Does Goal Setting Work?

Goals that are specific and difficult lead to higher

performance.

Certain conditions are necessary for goal setting to work.

• People must have ability and resources.
• People need to be committed to the goal.

Performance feedback and participation in deciding how to

achieve goals are necessary but not sufficient.

Goal achievement leads to job satisfaction.

© McGraw Hill
 Mechanisms Behind the Power of Goal Setting

1. Goals regulate 2. Goals direct

effort. attention.

4. Goals foster task

3. Goals increase
strategies and
persistence.
actions plans.

© McGraw Hill
 Figure 5.9: Historical Models of Job Design

Altering jobs to improve the quality of employee job experience and level
productivity.

Access the text alternative for slide images.

© McGraw Hill
 Top-Down Approaches to Job Design: Scientific Management

A business is conducted by standards established by facts or

truths gained through systematic observation, experiment, or
reasoning.
• Plus: Increased efficiency and productivity.
• Negative: Encourages repetitive jobs that may lead to job
dissatisfaction, poor mental health, stress, and a low sense of
accomplishment and growth.

© McGraw Hill
 Top-Down Approaches to Job Design:
Job Enlargement and Rotation

Job enlargement:
• Involves putting more variety into a worker’s job by
combining specialized tasks of comparable difficulty.

Job rotation
• Calls for moving employees from one specialized job to
another.
• Advantages of job rotation.
• Engagement and motivation increased.
• Increased worker flexibility and easier scheduling.
• Increased employee knowledge and abilities.

© McGraw Hill
 Top-Down Approaches to Job Design: Job Enrichment

Job enrichment
Entails modifying a job such that an employee has the
opportunity to experience greater:
• Achievement.
• Recognition.
• Stimulating work.
• Responsibility.
• Advancement.

© McGraw Hill
 The Job Characteristics Model

Linked to:
• Increased job satisfaction.
• Enhanced employee intrinsic motivation.
• Increased performance.
• Reduced stress.
• Lower absenteeism.

© McGraw Hill
 Bottom-Up Approaches to Job Design

Job crafting
• Represents employees’ attempts to proactively shape their work
characteristics, including:
• Scope, number and types of tasks.
• Quality and amount of interaction with others.
• Cognitive crafting: perception of or thinking about tasks and
relationships in job.

© McGraw Hill
 Motivating Employees Through Job Design

Idiosyncratic Deals (I-Deals)

• The employment deals individuals negotiate for themselves,
taking myriad forms from flexible schedules to career
development.

• Drives employee intrinsic motivation.

© McGraw Hill
 Employee Motivation: Putting It All in Context
Figure 5.11 Integrative Framework for Understanding and Applying OB
Copyright 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.

Access the text alternative for slide images.

© McGraw Hill
 End of Slides.

Because learning changes everything. ®

www.mheducation.com

© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.