11 Chapter Motivating and Rewarding Employees Copyright 2015

11 Chapter Motivating and Rewarding Employees Copyright © 2015 Pearson Education, Inc. 11 -1

Learning Outcomes • Define and explain motivation. • Compare and contrast early theories of motivation. • Compare and contrast contemporary theories of motivation. • Discuss current issues in motivating employees. Copyright © 2015 Pearson Education, Inc. 11 -2

11. 1 Define and explain motivation. Copyright © 2015 Pearson Education, Inc. 11 -3

What is Motivation? 1. 2. 3. Energy Direction Persistence Copyright © 2015 Pearson Education, Inc. 11 -4

11. 2 Compare and contrast early theories of motivation. Copyright © 2015 Pearson Education, Inc. 11 -5

Maslow’s Hierarchy of Needs Copyright © 2015 Pearson Education, Inc. 11 -6

Mc. Gregor’s Theory X and Theory Y Theory X: • Little ambition • Dislike work • Avoid responsibility • Must be closely controlled Theory Y: • Enjoy work • Seek and accept responsibility • Exercise self-direction Copyright © 2015 Pearson Education, Inc. 11 -7

Herzberg’s Two-Factor Theory Copyright © 2015 Pearson Education, Inc. 11 -8

Satisfaction vs. Dissatisfaction Copyright © 2015 Pearson Education, Inc. 11 -9

Mc. Clelland’s Three-Needs Theory Three acquired needs are work motives: 1. Need for achievement 2. Need for power 3. Need for affiliation Copyright © 2015 Pearson Education, Inc. 11 -10

11. 3 Compare and contrast contemporary theories of motivation. Copyright © 2015 Pearson Education, Inc. 11 -11

Goal-Setting Theory Copyright © 2015 Pearson Education, Inc. 11 -12

Influences on Job Performance • • Feedback Goal commitment Adequate self-efficacy National culture Copyright © 2015 Pearson Education, Inc. 11 -13

Job Characteristics Model Copyright © 2015 Pearson Education, Inc. 11 -14

Job Design and Motivation Internal rewards are obtained when an employee learns that he or she personally has performed well on a task he or she cares about. Copyright © 2015 Pearson Education, Inc. 11 -15

Guidelines for Job Redesign Copyright © 2015 Pearson Education, Inc. 11 -16

Equity Theory Copyright © 2015 Pearson Education, Inc. 11 -17

Expectancy Theory Copyright © 2015 Pearson Education, Inc. 11 -18

Integrating Motivation Theories Copyright © 2015 Pearson Education, Inc. 11 -19

A Closer Look at the Model Copyright © 2015 Pearson Education, Inc. 11 -20

11. 4 Discuss current issues in motivating employees. Copyright © 2015 Pearson Education, Inc. 11 -21

Current Issues Copyright © 2015 Pearson Education, Inc. 11 -22

Country Culture and Motivation Managers can’t assume that motivational programs that work in one geographic location are going to work in others. Copyright © 2015 Pearson Education, Inc. 11 -23

Cross-Cultural Differences & Consistencies Copyright © 2015 Pearson Education, Inc. 11 -24

Unique Groups of Workers Motivating: 1. Diverse employees 2. Professionals 3. Contingent workers Copyright © 2015 Pearson Education, Inc. 11 -25

Unique Groups of Workers (cont. ) Motivating: 1. 2. 3. Diverse employees Professionals Contingent workers Copyright © 2015 Pearson Education, Inc. 11 -26

Designing Appropriate Rewards Programs • Open-book management • Employee recognition programs Copyright © 2015 Pearson Education, Inc. 11 -27

Pay-for-Performance Copyright © 2015 Pearson Education, Inc. 11 -28

Low-Cost Rewards Program • Clarify role in organization • Keep communication open • Show individual company cares Copyright © 2015 Pearson Education, Inc. 11 -29

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