Business in
Action 7e
Bovée/Thill
Employee
Motivation
Chapter 10 Business in
Action 7e
Bovée/Thill
Learning Objectives
1. Define motivation and identify the
classical motivation theories
2. Explain why many consider expectancy
theory to be the best current explanation
of employee motivation
3. Identify the strengths and weaknesses of
goal-setting theory
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Learning Objectives
4. Describe the job characteristics model and
explain how it helps predict motivation and
performance
5. Define reinforcement theory and differentiate
between positive and negative reinforcement
6. List five managerial strategies that are vital to
maintain a motivated workforce
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What Motivates Employees to Peak
Performance?
• Motivation
The combination of forces that move
individuals to take certain actions and avoid
other actions
• Engagement
An employee’s rational and emotional
commitment to his or her work
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EXHIBIT Four Indicators of
10.1 Motivation
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Four Fundamental Needs
• The drive to acquire
• The drive to bond
• The drive to comprehend
• The drive to defend
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Classical Theories of Motivation
• Scientific Management
A management approach designed to
improve employees’ efficiency by scientifically
studying their work
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The Hawthorne Studies and the
STUDY - “Hawthorne Effect”
• The Hawthorne Effect
A supposed effect of organizational research,
in which employees change their behavior
because they are being studied and given
special treatment; the validity of the effect is
uncertain, and the Hawthorne studies were
richer and more influential than this simple
outcome would suggest
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EXHIBIT Maslow’s Hierarchy of
10.2 Needs
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Maslow’s Hierarchy of Needs
• Maslow’s Hierarchy
A model in which human needs are arranged
in order of their priority, with the most basic
needs at the bottom and the more advanced
needs toward the top
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Theory X and Theory Y
• Theory X
A managerial assumption that employees are
irresponsible, are unambitious, and dislike
work and that managers must use force,
control, or threats to motivate them
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Theory X and Theory Y
• Theory Y
A managerial assumption that employees
enjoy meaningful work, are naturally
committed to certain goals, are capable of
creativity, and seek out responsibility under
the right conditions
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EXHIBIT Herzberg’s Two-Factor
10.3 Theory
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Herzberg’s Two Factors
• Herzberg’s two-factor theory
A model that divides motivational forces into
satisfiers (“motivators”) and dissatisfiers
(“hygiene factors”)
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McClelland’s Three Needs
• Three-needs Theory
David McClelland’s model of motivation that
highlights the needs for power, affiliation, and
achievement
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Explaining Employee Choices
• Expectancy Theory
The idea that the effort employees put into
their work depends on expectations about
their own ability to perform, expectations
about likely rewards, and the attractiveness of
those rewards
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EXHIBIT
10.4
Expectancy Theory
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Explaining Employee Choices
• Equity Theory
The idea that employees base their level of
satisfaction on the ratio of their inputs to the
job and the outputs or rewards they receive
from it
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Motivating with Challenging Goals
• Goal-setting Theory
A motivational theory suggesting that setting
goals can be an effective way to motivate
employees
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Motivating with Challenging Goals
(cont.)
• Goals should be specific enough to give
employees clarity and focus
• Goals should be difficult enough to inspire
energetic and committed effort
• There should be clear “ownership” of goals so
that accountability can be established
• Individuals’ should have belief in their ability to
meet their goals
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Management by Objectives
• Management By Objectives (MBO)
A motivational approach in which managers
and employees work together to structure
personal goals and objectives for every
individual, department, and project to mesh
with the organization’s goals
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EXHIBIT Management by
10.5 Objectives
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Risk and Limitations of
Goal-Setting Theory
• Overly narrow goals
• Overly challenging goals
• Inappropriate time horizons
• Unintentional performance limitations
• Missed learning opportunities
• Unhealthy internal competition
• Decreased intrinsic motivation
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Redesigning Jobs to Stimulate
Performance
• Job characteristics model
A model suggesting that five core job
dimensions influence three critical
psychological states that determine
motivation, performance, and other outcomes
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Job Characteristics Model
Skill variety
Task
Feedback
identity
Task
Autonomy
significance
10-26
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Critical Psychological States
• Experienced meaningfulness of the
work
a measure of how much employees care
about the jobs they are doing
• Experienced responsibility for results
the sense each employee has that his or her
efforts contribute to the outcome
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Critical Psychological States
• Knowledge of actual results
employees’ awareness of the real-life results
of their efforts
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Approaches to Modifying
Core Job Dimensions
• Job Enrichment
Making jobs more challenging and interesting
by expanding the range of skills required
• Cross-Training
Training workers to perform multiple jobs and
rotating them through these various jobs to
combat boredom or burnout
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Reinforcing High-Performance
Behavior
• Reinforcement Theory
A motivational approach based on the idea
that managers can motivate employees by
influencing their behaviors with positive and
negative reinforcement
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Types of Reinforcement
• Positive • Negative
Reinforcement Reinforcement
Encouraging Encouraging the
desired behaviors repetition of a
by offering pleasant particular behavior
consequences for (desirable or not) by
completing or removing
repeating those unpleasant
behaviors consequences for
the behavior
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EXHIBIT Reinforcement and
10.6 Punishment
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Motivational Strategies
• Providing timely and frequent feedback
• Personalizing motivational efforts
• Adapting to circumstances and special
needs
• Tackling workplace problems before they
have a chance to destroy morale
• Being inspirational leaders
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EXHIBIT
10.7
Personalizing Motivation
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Education, Inc.
THE END 10-34
