Copyright 2017 Pearson Education Ltd 11 1 11

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11 Motivating and Rewarding Employees Copyright © 2017 Pearson Education, Ltd. 11 -2

Learning Outcomes q Define and explain motivation. q Compare and contrast early theories of motivation. q Compare and contrast contemporary theories of motivation. q Discuss current issues in motivating employees. Copyright © 2017 Pearson Education, Ltd. 11 -3

11 -1 Define and explain motivation. Copyright © 2017 Pearson Education, Ltd. 11 -4

What is Motivation? • Energy • Direction • Persistence Copyright © 2017 Pearson Education, Ltd. 11 -5

11 -2 Compare and contrast early theories of motivation. Copyright © 2017 Pearson Education, Ltd. 11 -6

Maslow’s Hierarchy of Needs Copyright © 2017 Pearson Education, Ltd. 11 -7

Mc. Gregor’s Theory X and Theory Y n n Theory X Little ambition Dislike work Avoid responsibility Must be closely controlled Theory Y n Enjoy work n Seek and accept responsibility n Exercise self-direction Copyright © 2017 Pearson Education, Ltd. 11 -8

Herzberg’s Two-Factor Theory Copyright © 2017 Pearson Education, Ltd. 11 -9

Satisfaction vs. Dissatisfaction Copyright © 2017 Pearson Education, Ltd. 11 -10

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 © 2017 Pearson Education, Ltd. 11 -11

11 -3 Compare and contrast contemporary theories of motivation. Copyright © 2017 Pearson Education, Ltd. 11 -12

Goal-Setting Theory Copyright © 2017 Pearson Education, Ltd. 11 -13

Influences on Job Performance • • Feedback Goal commitment Adequate self-efficacy National culture Copyright © 2017 Pearson Education, Ltd. 11 -14

Job Characteristics Model Copyright © 2017 Pearson Education, Ltd. 11 -15

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 © 2017 Pearson Education, Ltd. 11 -16

Guidelines for Job Redesign Copyright © 2017 Pearson Education, Ltd. 11 -17

Equity Theory Copyright © 2017 Pearson Education, Ltd. 11 -18

Expectancy Theory Source: V. H. Vroom, 1966 Copyright © 2017 Pearson Education, Ltd. 11 -19

Integrating Motivation Theories Copyright © 2017 Pearson Education, Ltd. 11 -20

A Closer Look at the Model Copyright © 2017 Pearson Education, Ltd. 11 -21

11 -4 Discuss current issues in motivating employees. Copyright © 2017 Pearson Education, Ltd. 11 -22

Current Issues Copyright © 2017 Pearson Education, Ltd. 11 -23

Country Culture and Motivation Managers can’t assume that motivational programs that work in one geographic location are going to work in others. Copyright © 2017 Pearson Education, Ltd. 11 -24

Cross-Cultural Differences Copyright © 2017 Pearson Education, Ltd. 11 -25

Unique Groups of Workers Motivating: • Diverse employees • Professionals • Contingent workers Copyright © 2017 Pearson Education, Ltd. 11 -26

Designing Appropriate Rewards Programs • Open-book management • Employee recognition programs Copyright © 2017 Pearson Education, Ltd. 11 -27

Pay-for-Performance Copyright © 2017 Pearson Education, Ltd. 11 -28

Low-Cost Rewards Program • Clarify role in organization • Keep communication open • Show individual company cares Copyright © 2017 Pearson Education, Ltd. 11 -29