Employee

Motivation &
Performance
 What Managers Do:
The Four Principal Functions
Planning Organizing
You set goals and
You arrange tasks, people,
decide how to achieve them.
and other resources to
accomplish the work.

Controlling
You monitor performance,
Leading • Managing individual
differences &
compare it with goals, and You motivate, direct, and organizational behavior
take corrective action as otherwise influence people to • Motivating employees
needed. • Team Dynamics
work hard to achieve the
• Leadership
organization’s goals. • Interpersonal & Org
Comm.
 You want to motivate people to

Join your Stay with your Show up for Be engaged Do extra for your
organization organization work at your while at your organization
organization organization
 What is
Motivation?

Motivation is the psychological

processes that arouse and direct goal-
directed behavior.
 Content Job Design
Motivating perspectives Theory

Employees

Process Reinforcement
perspectives Theory
Content Perspectives Motivation is the
psychological

on Motivation
processes that
arouse and direct
goal-directed
behavior.
• Content theories emphasize the needs that motivate people

• Needs deficiencies (physiological or psychological) -

translate into an internal drive that motivates behavior

Unfulfilled need Behaviors Rewards

Motivation
Desire is created You choose a type Two types of
You search for
to fulfill a need-as of behaviour rewards satisfy
ways to satisfy
for food, you think might Needs-extrinsic
the need.
safety, recognition. satisfy the need. of intrinsic

Feedback Reward informs you whether behavior worked and should be used again.

Figure 12.2
 Content
What
Perspectives
on Motivation
Maslow’s hierarchy of needs

Herzberg’s two-factor theory

McClelland’s acquired needs theory

 Maslow’s Hierarchy of Needs
Hierarchy of needs theory proposes that people are motivated by five levels of needs

Need
Fulfilment off the job Hierarchy Fulfilment on the job
Education, religion, Self- Opportunities for
hobbies, personal Actualization training, advancement,
growth Needs growth, and creativity

Recognition, high
Approval family,
Esteem Needs status, increased
friends, community
responsibilities

Family, friends, Work groups, clients,

Belongingness Needs
community groups coworkers, supervisors

Freedom from war, Safe work, fringe benefits,

Safety Needs
pollution, violence job security

Food, water, oxygen Physiological Needs Heat, air, base salary

Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

 Herzberg’s Two-Factor Theory
Two-Factor Theory proposed that work satisfaction and dissatisfaction arise from two different factors
- work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene
factors
Motivating factors : factors associated with
“What will make my people satisfied?”
job satisfaction which
Achievement
affects the job content
Recognition
The work itself or the rewards of work
Responsibility performance
Advancement & growth

No satisfaction Satisfaction

Neutral area : neither satisfied nor dissatisfied

Dissatisfaction No Dissatisfaction

Hygiene factors:
factors associated with “What will make my people dissatisfied?”
Pay & security
job dissatisfaction
Working conditions
which affect the job
Interpersonal relationships
context in which people Company policy
work Supervisors Figure 12.5
 Gen Z
Hygiene Factors
Motivating Factors
 McClelland’s Acquired Needs Theory
Acquired Needs Theory states that three needs - achievement, affiliation, and power - are major
motives determining people’s behavior in the workplace

Need for Achievement Need for Affiliation

the desire to accomplish the desire to form close
something difficult, personal relationships,
attain success, master avoid conflict, and
complex tasks, and establish warm
surpass others. friendships.

Need for Power

the desire to influence or control others, be responsible for others, and
have authority over others.
 Content Job Design
Motivating perspectives Theory

Employees

Process Reinforcement
perspectives Theory
Job Design Theory Motivation is the
psychological
processes that
the application of motivational theories to jobs to arouse and direct
goal-directed
increase satisfaction and performance behavior.

Job Characteristics Model

Knowledge Characteristics

Job Job
enlargement enrichment

Scope Depth &

Expansion Complexity
 Designing Jobs That Motivate:
The Job Characteristics Model
Few skills Many skills
Task/Skill Variety
needed needed

Work is a small Task Whole piece of

More Motivation
Less Motivation

Part of the whole identity Work is completed

Minor impact Major impact

Task Significance
On others On others

Decisions made Autonomy Much freedom to

By others Make decisions

Difficult to see Effectiveness

Feedback
effectiveness Readily apparent
 The Job Characteristics Model
Task/Skill Task
Task identity Autonomy Feedback
variety significance
extent to degree to extent to degree to extent to
which a job which a job which the job which the job which a
requires a requires has an allows an person
variety of skills completing a important individual to receives clear
to carry out “whole” piece impact on make information
tasks involved. of work from lives of other decisions about
beginning to people. about the way performance
end. work will be effectiveness
carried out. from the work
itself.
 Job Characteristics Model
Five core Three Work
Job characteristics Psychological states outcomes

JobSkill variety
Experienced
Task identity meaningfulness of High work motivation
work
Task significance

Experience High work

Autonomy responsibility for performance
work outcomes

Low absenteeism &

Knowledge of actual turnover
Feedback
results of the work

Contingency factors
Degree to which individuals want personal and psychological development:
• Knowledge & skill
• Desire for personal growth
• Context satisfactions
 Content Job Design
Motivating perspectives Theory

Employees

Process Reinforcement
perspectives Theory
 Process
How
Perspectives
on Motivation
How people select behavioral actions

Expectancy Theory

Goal Setting Theory

Equity Theory
Expectancy Theory

Expectancy Theory suggests that

people are motivated by two
things:
(1) how much they want something
and
(2) how likely they think they are
to get it
Expectancy Theory: The Major Elements
E P expectancy Valance
Probability that (Value of
effort will lead to outcomes)
desired
performance

Outcomes
Effort Performance (Pay, recognition,
other rewards)

P O expectancy
Will produce
desired outcome
 GOAL Setting Theory
Goal Goal Organization Intrinsic
Difficulty Acceptance Support Rewards

Goal-directed
Performance Satisfaction
Effort

Individual
Goal Goal Extrinsic
Ability &
Specificity Commitment Rewards
Training
 Equity Theory
Equity theory focuses on Inputs
employee perceptions as to
how fairly they think they Outputs
are being treated compared
to others Comparison
Self Comparison

Output > 1
_________
=1
Input < 1
 Comparing with
Reference Others

Output (S) Output (O)

_________ _________
=
Input (S) Input (O)
 Comparing with
Reference Others

Output (S) Output (O)

_________ _________
>
Input (S) Input (O)
 Comparing with
Reference Others

Output (S) Output (O)

_________ _________
<
Input (S) Input (O)
 Equity Theory
My inputs Their inputs
“What does it “What does it
seem like I My inputs are compared with seem like I
am putting other employees’ inputs am putting
into the job?” : into the job?” :
time, effort, time, effort,
training, etc training, etc

My outputs My outputs
“what does it “what does it
seem like I My outputs (rewards) are compared seem like I
am getting with other employees’ outputs am getting
out of the out of the
job?” : pay, job?” : pay,
benefits, benefits,
praise, etc praise, etc

Equity is Inequity is
perceived Comparison perceived
“I’m satisfied “How does it seem the ratio of my inputs and “I’m

Figure 12.7
and so I won’t Outputs compares with the ratio of theirs? dissatisfied
change my Are they fair (equity) or unfair (inequity)?” and so I will
behavior” change my
behavior”
 Content Job Design
Motivating perspectives Theory

Employees

Process Reinforcement
perspectives Theory
Reinforcement Theory
Reinforcement theory attempts to
explain behavior change by
suggesting that behavior with
positive consequences tends to be
repeated, whereas behavior with
negative consequences tends not to
be repeated
 4 Types of Reinforcement
Positive
reinforcement Extinction
is the way in which the undesired
is the use of positive
behavior is weakening by ignoring
consequences to encourage
it or making sure it is not
desirable behavior – ‘students
reinforced – ‘parents do not pay
get extra marks when they pay
attention to class’. R I attention to their kid who is yelling
for candy in the mall’.

Negative
R P Punishment
reinforcement is the process of weakening
is the process of strengthening behavior by presenting
a behavior by withdrawing something negative or
something negative – ‘the class withdrawing something positive –
will finish 15 minutes earlier if ‘parents will not buy the kid the
students are not chatting ice cream which is the weekly
during the lesson’. treat in the family if he continues
yelling for candy’.
4 Types of Reinforcement
 What Content Process How
Perspectives Perspectives
on Motivation on Motivation
Maslow’s Hierarchy of Needs Expectancy Theory

McClelland’s Acquired Needs Theory Goal Setting Theory

Herzberg’s Two-Factor Theory Equity Theory

Job Design Theory Reinforcement Theory

Case: Steelfab Corp.
Please read the case and answer the questions.

You have 15 mins to do this.

 Content Job Design
Motivating perspectives Theory

Employees

Process Reinforcement
perspectives Theory