Fundamentals of Management

Eleventh Edition

Chapter 12
Motivating and Rewarding
Employees

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Learning Objectives
12.1 Define and explain motivation.
12.2 Compare and contrast early theories of motivation.
12.3 Compare and contrast contemporary theories of
motivation.
12.4 Discuss current issues in motivating employees.

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Learning Objective 12.1
• Define and explain motivation.

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What Is Motivation?
• Energy
• Direction
• Persistence

78 percent of managers say they do a fair job of motivating

their people.2
21 percent of employees feel they’re managed in a
motivating way.3

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Learning Objective 12.2
• Compare and contrast early theories of motivation.

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Maslow’s Hierarchy of Needs
Exhibit 12-1 Maslow’s Hierarchy of Needs

Source: Maslow, Abraham H., Frager, Robert D., Fadiman, James, Motivation and
Personality, 3rd ed., ©1987. Reprinted and electronically reproduced by
permission of Pearson Education, Inc., New York, NY.
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McGregor’s Theory X and Theory Y
Theory X Theory Y
• Little ambition • Enjoy work
• Dislike work • Seek and accept
responsibility
• Avoid responsibility
• Exercise self-direction
• Must be closely
controlled

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Herzberg’s Two-Factor Theory
Exhibit 12-2 Herzberg’s Two-Factor Theory

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Satisfaction vs. Dissatisfaction
Exhibit 12-3 Contrasting Views of Satisfaction and Dissatisfaction

Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed.,

© 2016, p. 465. Reprinted and electronically reproduced by
permission of Pearson Education, Inc., New York, NY.
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McClelland’s Three-Needs Theory
Three acquired needs are work motives:
1. Need for achievement
2. Need for power
3. Need for affiliation

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Learning Objective 12.3
• Compare and contrast contemporary theories of
motivation.

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Goal-Setting Theory
Exhibit 12-4 Goal-Setting Theory

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Influences on Goal-Performance
Relationship
• Feedback
• Goal commitment
• Adequate self-efficacy
• National culture

Goals CAN be powerful motivators!

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How Does Job Design Influence Motivation?
Exhibit 12-5 Job Characteristics Model

Source: Reprinted by permission from Judith D. Hackman (w/o) J. Richard

Hackman.
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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.

Yes—you can design jobs that motivate!

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Job Redesign Guidelines
Exhibit 12-6 Guidelines for Job Redesign

Source: Reprinted by permission from Judith D. Hackman

(w/o) J. Richard Hackman.
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Equity Theory
Exhibit 12-7 Equity Theory Relationships

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Expectancy Theory
Exhibit 12-8 Expectancy Model

Career Advice: “Always go above and beyond because then

your managers will have no choice but to reward you.”38

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Integrating Motivation Theories
Exhibit 12-9 Integrating Contemporary Theories of
Motivation

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A Closer Look at the Model
Exhibit 12-9 Integrating Contemporary Theories of
Motivation

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Learning Objective 12.4
• Discuss current issues in motivating employees.

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Current Issues

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Country Culture and Motivation
Managers can’t assume that motivational programs that
work in one geographic location are going to work in others.

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Cross-Cultural Differences

The desire for interesting work seems to be global.

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Unique Groups of Workers
Motivating:
• Diverse employees
• Professionals
• Contingent workers

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Designing Appropriate Rewards
Programs
• Open-book management
• Employee recognition programs

A survey of organizations found that 84 percent

had some type of program to recognize worker
achievements.65

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Pay-for-Performance

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Low-Cost Rewards Program
• Clarify role in organization
• Keep communication open
• Show individual company cares

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Copyright

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