CHAPTER 16 Motivating Employees Edited by Duyen Nguyen – Lecturer at VNUIS CRITICAL THINKING Question 2 Question 3 Question 4 Question 5 Do you like being a Some people live to What are the elements Are you a freelancer? Why? work, and others work to that make a job procrastinator ? autonomy: tự chủ live. How about you? worthwhile? người hay chần chừ Question 1 Question 6 Do you like to have 9- What motivates you to-5 job? Why? in life ? What motivates you in life ?? Things and people that keep you motivated Family Family - 98% Job - 59% Job Friends Friends - 78% Success - 56% Success Peers Peers - 19% ???? 0 25 50 75 100 How would you generally feel, happy or unhappy , if you were in the following situations? How would you generally feel, happy or unhappy , if you were in the following situations? hoa hồng công đoàn ép từ chức tiềm năng thiếu động lực và sáng kiến OUTLINE I. The Concept of Motivation II. Content Perspectives on Motivation: Hierarchy of Needs Theory; ERG Theory; Two-Factor Theory; Acquired Needs III.
Process Perspectives on Motivation: Goal-Setting Theory; Equity Theory; Expectancy Theory; IV. Reinforcement Perspective on Motivation: Reinforcement Tools; Schedules of Reinforcement V. Social Learning Theory VI. Job Design for Motivation: Job Simplification; Job Rotation; Job Enlargement; Job Enrichment; Job Characteristics Model VII.
Innovative Ideas for Motivating: Empowering People to Meet Higher Needs; Giving Meaning to Work through Engagement Learning Objectives Define motivation and explain Describe reinforcement the difference between theory and how it can be intrinsic and extrinsic rewards. used to motivate employees. Identify and describe content Discuss major approaches theories of motivation based to job design and how job on employee needs. design influences motivation Identify and explain process Explain how empowerment theories of motivation heightens employee motivation.
Identify three elements of employee engagement and ways to create a work environment that promotes engagement. MOTIVATION Is the arousal of enthusiasm and persistence to pursue a certain course of action One secret for success in organizations is motivated Employee motivation and enthusiastic affects productivity employees The challenge is to keep Part of a manager’s job is to employee motivation channel motivation toward the consistent with accomplishment of organizational goals organizational goals I. Two Types of Rewards Two types of motivation Motivation Description Example Money Satisfactions a person Extrinsic receives in the process of Praise performing a particular action Awards Joy Intrinsic Given by another person Belief Achievement I. A Simple Model of Motivation NEED-Creates desire to fulfill BEHAVIOR- REWARDS-Satisfy needs (food, friendship, Results in actions needs; intrinsic or recognition, achievement).
to fulfill needs. FEEDBACK-Reward informs person whether behavior was appropriate and should be used again. Motivation theories Content theories •Stress the analysis of underlying human needs and how needs can be satisfied in the workplace Process theories •Concern the thought processes that influence behavior Reinforcement theories and social learning • Focus on employee learning of desired work behaviors II. Content Theories of Motivation Emphasize the needs that motivate people vHierarchy of Needs Theory: Maslow v ERG Theory: Clayton Alderfer v Two-Factor Theory: Henry Herzberg v Acquired Needs Theory: David McClelland II.
Content Theories of Motivation Maslow’s hierarchy of needs Self-actualization Development needs Esteem Respect, recognition Belonging Friendship, caring Safety Security, stability, health Physiological Food, sleep, air, water Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs • Once a need is satisfied, it declines in importance and the next higher need is activated • There are opportunities for fulfillment off the job and on the job in each of the five levels of needs ERG theory (Clayton Alderfer) • ERG theory: A modification of needs hierarchy theory that proposes three categories of needs: existence, relatedness, and growth • Frustration-regression principle: The idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need. ERG theory Growth Needs human potential, personal growth, and increased competence Relatedness Needs the need for satisfactory relationships with others Existence Needs the needs for physical well-being Area of Satisfaction Motivators Achievement Motivators Recognition influence Responsibility level of Work itself Personal growth satisfaction. Two Factor Motivation Theory Area of Dissatisfaction ( Henry Herzberg) Hygiene Factors Working conditions Hygiene factors Pay and security influence level of Company policies dissatisfaction Supervisors Interpersonal relationships Acquired Needs Theory David McClelland • Need for Achievement desire to accomplish something difficult, master complex tasks, and surpass others • Need for Affiliation desire to form close personal relationships, avoid conflict, and establish warm friendships • Need for Power desire to influence or control others III. Process Theories of Motivation vGoal-Setting Theory: Edwin Locke & Gary Latham vEquity Theory: Stacy Adams vExpectancy Theory: Victor Vroom Goal Setting Theory ● A motivation theory in which specific challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement.
24 11/29/22 Key components of goal- setting theory ü Goal specificity: concrete & unambiguous goals ü Goal difficulty: with challenges ü Goal acceptance: commitment, acceptance, participation ü Feedback: information about the individual’s work, about goal achievement 25 11/29/22 Equity Theory ü focuses on individuals’ perceptions of how fairly they are treated compared with others ü motivated to seek social equity in the rewards they expect for performance ü A state of equity exists whenever the ratio of one person’s outcomes to inputs equals the ratio of another’s outcomes to inputs 26 11/29/22 Methods for Reducing Perceived Inequities ● Change inputs (work effort) ● Change outcomes ● Change perceptions ● Leave the job 27 Expectancy Theory ü motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards ü concerned not with identifying types of needs but with the thinking process that individuals use to achieve rewards ü based on the effort, performance, and desirability of outcomes 11/29/22 28 anhmd@isvnu.vn Expectancy Theory (Victor Vroom) 29 Elements of expectancy theory ü Causal relationship: – Effort (E) – Performance (P) – Outcomes (O) ü E -> P expectancy: to put effort into task will lead to higher performance? ü P -> O expectancy: successful performance will lead to the desired outcome (award)? ü Valence is the value of outcomes for the individual 30 IV. Reinforcement Perspective on Motivation ü The reinforcement theory based on relationship between a given behavior and its consequences ü Behavior modification: as the set of techniques by which reinforcement theory is used to modify human behavior. ü Law of effects: the assumption that positively reinforced behavior tends to be repeated, and unreinforced or negatively reinforced behavior tends to be inhibited ü Reinforcement: anything that causes a given behavior to be repeated or inhibited. Reinforcement Perspective on Motivation Positive reinforcement in the administration of a pleasant and rewarding consequence.
Avoidance learning is the removal of an unpleasant consequence following a desired behavior. (negative Reinforcement reinforcement) Tools Punishment is the imposition of unpleasant outcomes on an employee. Extinction is the withdrawal of a positive reward, behavior is no longer reinforced and hence is less likely to occur in the future. Reinforcement Perspective on Motivation 11/29/22 33 anhmd@isvnu.
Social Learning Theory ● Social Learning Theory= proposes that an individual’s motivation can result not just from direct experience of rewards and punishments but also from thoughts, beliefs, and observations of other people’s behavior 34 11/29/22 V. Social Learning Theory • Vicarious learning or observational learning: occurs when an individual sees others perform certain behaviors • Self-reinforcement or self-control: refers to an individual motivating him or herself by setting goals and ways of reaching them and then providing positive reinforcement to him or herself when goals are achieved • Self-efficacy: is an individual’s belief about his or her ability to successfully accomplish a specific task or outcome 35 11/29/22 VI. Job Design for Motivation ● Job design = application of motivational theories to the structure of work for improving productivity and satisfaction ● Job Enrichment = job design that incorporates high-level motivators into the work, including responsibility, recognition, and opportunities for growth, learning and achievement. Job Design for Motivation ● Job Enrichment: ○ Job Rotation = job design that systematically moves employees from one job to another to provide them with variety and stimulation ○ Job Enlargement = job design that combines a series of tasks into one new, broader job to give employees variety and challenge 11/29/22 37 anhmd@isvnu.vn Job Characteristics Model ● Work redesign = altering of jobs to increase both the quality of employee’s work experience and their productivity 11/29/22 38 anhmd@isvnu.vn Job Characteristics Model 39 11/29/22 VII.
Innovative ideas for Motivating ● Organizations are increasingly using various types of incentive compensation as a way to motivate employees to higher levels of performance ● Variable compensation and forms of at risk pay are key motivational tools 40 New Motivational Compensation Programs 41 Empowering People to Meet Higher Needs Four Empowering Elements Information - Employees receive information about company performance Knowledge - Employees have knowledge and skills to contribute to company goals Power - Employees have the power to make substantive decisions Rewards - Employees are rewarded based on the company performance A Continuum of Empowerment Sources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy of Management Executive 9, no. Faerman, and David W.
Hart, “”The Appeal and Difficulties of Participative Systems,” Organization Science 6, no. 43 Giving Meaning to Work ü Employee empowerment and engagement are recent motivational trends that focus less on extrinsic rewards and more on creating a work environment that enables people to achieve intrinsic rewards and meet higher-level needs ü Empowerment is the delegation of power and authority to subordinates in an organization ü Empowering employees involves giving them information, knowledge, power, and rewards Giving Meaning to Work ü Engagement is an emotional and mental state in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization ü Managers create an environment that promotes engagement by providing employees with a sense of meaning, a sense of connection, and a sense of competence and growth ü The behavior of managers is the biggest factor in determining whether people feel motivated and engaged at work Giving Meaning to Work Discussion on the leadership style of Jeff Bezo at Amazon Jeff Bezos is considered one of the most innovative and inspiring entrepreneurs the world has ever seen. Discussion on the leadership style of Jeff Bezo at Amazon • Why Jeff Bezos wants Amazon employees to ‘wake up every morning terrified’ ??? • Jeff Bezos motivates Amazon employees by offering cash to quit REFLECTION ON THE MOVIE