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perform.
y Motivation leads to good performance when it is
accompanied by
y y y y y
y The chapter includes many theories of motivation. y Content theories of motivation attempt to identify what things motivate people. y Maslow s hierarchy of needs, y McClelland s theory of achievement, power, and affiliation needs, and y Herzberg s two-factor theory of motivation are explained.
individual s needs.
and for some people it is not the most important motivator. y For money to motivate, it must meet employee needs, and employees must believe they are able to achieve the financial rewards the organization offers.
job rotation, job enlargement, job enrichment, and contact with users of the product or service.
y Other ways to motivate include y having high expectations of employees, y providing rewards that are valued, y relating rewards to performance, y treating employees as individuals, y encouraging employee participation, and y providing feedback, including praise.
them to act in desired ways. y The objective of motivating employees is to lead them to perform in ways that meet the goals of the department and the organization. y Because supervisors are largely evaluated on the basis of how well their group as a whole performs, motivation is an important skill for supervisors to acquire.
the use of rewards and other incentives. y Supervisors are a significant factor in creating the environment in which employees work.
in choosing which eight hours a day or which 40 hours a week to work. y Job sharing: an arrangement in which two part-time employees share the duties of one full-time job.
of the motivator. y Three researchers whose content theories of motivation are widely used are
y Abraham Maslow, y David McClelland, and y Frederick Herzberg.
unmet needs. y According to Maslow, the needs that motivate people fall into five basic categories:
y physiological needs (the most basic need), y security needs, y social needs, y esteem needs, and y self-actualization needs (the highest-level need).
y y y
Physiological needs are the ones required for survival. Security needs involve keeping oneself free from harm. Social needs are the desire for love, friendship, and companionship. Esteem needs are the need for self-esteem and the respect of others. Self-actualization needs describe the desire to live up to one s full potential. People may be seeking to meet more than one category of needs at a time.
the desire to do something better than it has been done before. the desire to control, influence, or be responsible for other people. the desire to maintain close and friendly personal relationships.
y People have all of these needs to some extent. y The relative strength of the needs influences what will
motivate a person.
different sources.
y Dissatisfaction results from the absence of what
factors.
y
opportunities
factors, including
y recognition, y responsibility, y advancement, and y personal growth.
process. y Two major process theories are expectancy-valence theory and reinforcement theory.
satisfy needs they feel. y He sets out to explain what determines the intensity of people s motivation.
the value a person places on the outcome of a particular behavior. the perceived probability that the behavior will lead to the outcome.
y (2) Expectancy
y
of the outcome times the perceived probability of the behavior resulting in the outcome.
y In other words, people are most motivated to seek
values on rewards and their ability to achieve the outcome than does the supervisor. y Supervisors need to determine from the employees what is rewarding and what is possible to achieve.
consequences they like, and avoid doing things that have undesirable consequences.
y
For example, praise feels good, so people tend to do things that get them praised.
(1) Reinforcement y the desired consequence for behavior. y This term is used to indicate positive consequences for desired behavior. y This is also used to indicate the outcome for ceasing negative behavior.
(2) Punishment y an unpleasant consequence of a behavior a supervisor wants to end. y This is sometimes described as negative reinforcement
effective than punishment. y Punishment can lead to what is called learned helplessness.
y
Employees who are repeatedly punished will eventually believe that they are unable to succeed.
designing rewards.
y What motivates one person may not motivate another.
supervisor.
y Organizational policy, labor contracts, and laws may
Financial Incentives
y Some supervisors and other managers assume that
When a person has high financial demands and relatively low income, money may be a motivator. If an individual is financially comfortable, nonfinancial rewards, such as a sense of accomplishment, are increasingly important.
Laffer Curve
$
Time at Work
exceeding objectives.
Piecework system. Production bonus system Commissions Payments for suggestions Group incentive plans Gain sharing
Piecework system
y Piecework System: Payment according to the amount
produced. y This system pays people according to how much they produce.
y Piecework pay systems are usually
y y
based on an individual s performance, but may be based on the department s overall performance. y It is often used to pay independent contractors, for example, farm workers and independent writers.
basic wage or salary plus a bonus that consists of a payment for units produced.
y This method has been used extensively in manufacturing.
y
It is less common today. y inconsistent with producing quality because it emphasizes quantity y often includes a quality factor where a bonus is paid on good units produced
Commissions
y In a sales department, employees may earn
commissions.
y the payment linked to the amount of sales completed
y
Most organizations that pay a commission also pay a basic wage or salary.
suggestion must be adopted or save some minimum amount of money. y A common practice is for payment to be linked to the saving realized.
department, sales region, or other work unit meets sales goals. y The bonus may also depend on meeting organizational goals either by itself or in combination with work unit goals.
Gain sharing
y An extension of the group incentive plan. y The company encourages employees to participate in making suggestions and decisions on how to improve the way the company or work group operates. y As performance improves, employees receive a share of the greater earnings.
y
Pay Information
y In our society money is considered a private matter,
and most people don t talk about what they earn. y Does secrecy help or hurt?
y To motivate employees, the organization must let them
employees giving work their full attention and enthusiasm. y Some ways to make work more interesting are
y job rotation, y job enlargement, and y job enrichment
Job rotation
y Job rotation involves moving employees from job to
skills.
y
This means the supervisor and organization must provide for cross-training or training in the skills required to perform more than one job. The opportunity to learn new skills can in itself motivate employees.
Job enlargement
y Job enlargement means that duties are added to a job. y For example, in a factory a machine operator may be given the added task of setting up the machine.
Job enrichment
y Job enrichment is the incorporation of motivating
Specific factors include y giving employees more responsibility to make decisions, y more recognition for good performance, and y making jobs more challenging.
interesting, it is important for the organization and supervisor to remember that not all employees are motivated by the same things or at the same time.
y Some employees will see job modification as a way to get
employees some contact with the people who receive and use their products or services.
y Sometimes the supervisor can arrange to have workers
product. y Second, employees will learn and understand more about the product from the users point of view.
prophesy.
y
When a supervisor relates the message that he or she does not expect employees to be able to accomplish a task, it is likely they won t. However, if the supervisor conveys high expectations, employees are likely to succeed.
y Providing rewards that are valued is very important. y The content theories of motivation indicate that a
variety of rewards may motivate and that not all employees will value the same rewards at the same time.
they have great freedom to administer rewards such as praise and recognition. Supervisors may have discretion in job assignments and additional training opportunities.
and understand it. y Linking rewards to the achievement of realistic objectives is a way to help employees believe they can attain desired rewards.
has to remember that employees will respond in varying ways. y As much as possible the supervisor should respond to individual differences.
y
Communication with employees is a necessary ingredient in learning about employees. Encouraging employees to participate will help the supervisor learn more about the employee. People also want to know how they are doing.
information to help them move closer to accomplishing personal, department, and company goals. y This will also provide the supervisor with an opportunity to praise an employee. y The attention of the supervisor may also be motivating to the employee whether the feedback is positive or a corrective action.
y Commissions:
sales completed. y Commissions may be the only source of pay, such as for sales personnel who sell real estate, or it may be a portion of an employee s pay, such as in a department store where a small commission is added to wages.