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What Motivated you?

• Why did you contribute?
• What was the reward you
received?
• What was the punishment?

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• Motivation is a psychological
state that exists whenever
internal and/or external forces
stimulate, direct, or maintain
behaviors.
• Satisfaction is a
psychological state that
indicates how a person feels
about his or her situation,
based on a evaluation of the
situation.

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 Manager
Behavior

Consequences for employers

Job And employees
Design Employee Motivation
Employee Satisfaction - Improved individual and
team performance
Organization - Satisfied Customers
Context - High Morale
- Reduced turnover

Individual
Differences
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• Goal-setting theory states that managers can
direct the performance of their employees by
assigning specific, difficult goals that
employees accept and are will to commit to.
• Management by objectives (MBO) is a
participative goal-setting technique used in
many U.S. organizations.

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 Effects on Employee
Goals
-Directs attention
-Specific
-Energizes Performance
-Difficult
-Encourages persistency
-Accepted
-New strategies developed

Feedback

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 Response of Likelihood of Behavior
Consequences for
Stimulus Employee
Employee
X in a Similar Future
Situation
(Behavior X)
Employee Experiences a
Reward
(Positive Reinforcement)
or
Employee Avoids a
Employee Reacts Negative Consequence
A Situation
By Exhibiting (NegativeorReinforcement)
Experienced
By Employee Behavior X Employee Experiences a
Negative Consequence
(Punishment)
or
Employee Experiences
No Consequences
(Extinction)
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 Managerial Approach
• Expectancy theory states that people tend to
choose behaviors that they believe will help
them achieve their personal goals (e.g., a
promotion or job security) and avoid behaviors
that they believe will lead to undesirable
personal consequences (e.g., a demotion or
criticism).

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 Expectancy Theory
Instrumentality
Expectancy Question: Question:
If I make an effort, will If I perform the
I be able to perform behavior, what
Obtain desired outcomes
the behavior? will be the
(e.g., rewards,
consequences?
recognition, pride)

?
Effort Performance ?
Receive undesirable outcomes
(e.g., punishment, ridicule
shame)

Valence Question:
How much do I value
?
the consequences
associated with the
behavior? 10
 Job Design Approach
• Job characteristics theory states that employees
are more satisfied and motivated when their
jobs are meaningful, when jobs create a feeling
of responsibility, and when jobs are designed
to ensure that some feedback is available.

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Job Characteristics Theory
Five Job Characteristics
Growth Need Strength
Skill variety Autonomy Feedback
Task Identity
Task significance

Three Critical Psychological States

Experienced Experienced Knowledge of

meaningfulness responsibility for actual work
of work work outcomes results

Personal and Work Outcomes

High internal High-quality High satisfaction Low absenteeism

work work with the and turnover
motivation performance work

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 Organizational Approach
• Herzberg’s two-factor theory states that two
separate and distinct aspects or the work
context are responsible for motivation and
satisfying employees.

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Two–Factor Theory

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 The Link between Recognition and performance

Recognizing my employees for good work

makes it easier to get the work done.
Recognizing employees provides
them with useful feedback.

Providing non-monetary recognition when

they do well improves their performance.
Recognizing employees helps
me motivate them.

75 80 85 90 95
Percent
Percent managers agreeing

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 Organizational Approach
• Equity theory states that employees judge whether
they’ve been treated fairly by comparing the ratio of
their outcomes and inputs to the ratios of others doing
similar work.
• Reactions to perceived inequity
– Increase their outputs
– Decrease their outputs
– Change their compensation through legal or other actions
– Modify their comparison by choosing another person for
comparison
– Distort reality by rationalizing that the inequities are justified
– Leave the situation

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Individual Differences Approach
• A need is a strong feeling of deficiency in
some aspect of a person’s life that creates an
uncomfortable tension.
• Hierarchy of needs describes the order in
which people seek to satisfy their desires.

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How did Sort out Individual
Differences?

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Moving up and Down the Needs
Hierarchy

Fru
ion
e ss

stra
ogr

tio
-Pr

n-R
ion

egr
ct

ess
isfa

on i
Sat

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Esteem

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Guidelines for Managers
• Clearly communicate the organization's
mission to employees and explain how their
contribution to the organization will help the
organization realize its mission.
• State the behaviors and performance
achievements that are desired and explain how
they will be rewarded.
• Design jobs with high motivating potential.
• Provide frequent and constructive feedback.

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Guidelines for Managers
• Provide rewards for desired behavior
and outcomes.
• Provide rewards that employees value.
• Provide equitable rewards.
• Recognize that each person is unique.

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TEAM WORK

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