Chapter Thirteen: Motivating Job Performance

Chapter Thirteen
Motivating Job Performance
Chapter Objectives
Explain the motivational lessons taught by
Maslows theory, Herzbergs theory, and
expectancy theory.
Describe how goal setting motivates performance.
Discuss how managers can improve the
motivation of personnel who perform routine
tasks.
Explain how job enrichment can be used to
enhance the motivating potential of jobs.
Copyright Houghton Mifflin Company. All rights reserved.
Chapter Thirteen | 2
Chapter Objectives (contd)

Distinguish extrinsic rewards from intrinsic
rewards and list four rules for administering
extrinsic rewards effectively.
Explain how quality control circles, open-book
management, and self-managed teams can
promote employee participation.
Explain how companies are striving to motivate
todays diverse workforce with quality-of-work-life
programs.
Motivation Theories
Motivation
The psychological process that gives behavior purpose
and direction
Theories of Motivation
Maslows needs hierarchy theory

Herzbergs two-factor theory
Expectancy theory
Goal-setting theory
Figure 13.1: Individual Motivation

and Job Performance
Maslows Needs Hierarchy Theory

People have needs, and when one need is
relatively fulfilled, others emerge in predictable
sequence to take its place.
Maslows Hierarchy of Needs
Physiological needs: food, water, sleep, and sex

Safety needs: safety from the elements and enemies
Love needs: desire for love, affection, and belonging
Esteem needs: self-perception as a worthwhile person
Self-actualization: becoming all that one can become
Figure 13.2: Maslows Hierarchy of

Needs Theory
Self-Actualizing Manager
Characteristics of the Self-Actualizing Manager
Has warmth, closeness, and sympathy
Recognizes and shares negative information and
feelings
Exhibits trust, openness, and candor
Does not achieve goals by power, deception, or
manipulation
Does not project own feelings, motivations, or blame
onto others
Does not limit horizons; uses and develops body, mind,
and senses
Is not rationalistic; can think in unconventional ways
Is not conforming; regulates behavior from within
Relevance of Maslows Theory for

Managers
Beyond physical and safety needs, managers
cannot predict which of the three highest needs
will emerge.
A fulfilled need does not motivate an individual.
Effective managers can anticipate emerging
needs based on individual need profiles and
provide opportunities for fulfillment.
The esteem level of needs satisfied by jobs and
recognition provides managers with the greatest
opportunity to motivate better performance.
Herzbergs Two-Factor Theory

Herzbergs two-factor theory is a theory of
motivation based on job satisfaction.
A satisfied employee is motivated from within to work
harder.
A dissatisfied worker is not self-motivated to work.
Conclusion: Enriched jobs are the key to selfmotivation.
Dissatisfiers: Factors associated with the job

context or work environment
Satisfiers: Factors associated with the nature of
the task itself (job content)
Implications of Herzbergs Theory

Satisfaction is not the opposite of dissatisfaction.
There is a need to think carefully about what
motivates employees.
Meaningful, interesting, and challenging (enriched)
work is needed to satisfy and motivate employees.
Problems with Theory

Assumption of job performance improving with
satisfaction is weakly, at best, supported.
One persons dissatisfier is another persons satisfier.
Expectancy Theory (Vroom)

Vrooms theory is a model that assumes that
motivational strength is determined by the
perceived probabilities of success.
Expectancy: Ones subjective belief or expectation that
one thing will lead to another
A Basic Expectancy Model

Ones motivational strength increases as ones
perceived effort-performance and performance-reward
probabilities increase the likelihood of obtaining a
valued reward.
Figure 13.3: A Basic Expectancy Model
Relevance of Expectancy Theory to

Managers
Employee expectations can be influenced by
managerial actions and organizational
experience.
Training increases employee confidence in their
efforts to perform.
Listening provides managers with insights into
employees perceived performance-reward
probabilities.
Goal-Setting Theory
Goal setting is the process of improving
performance with objectives, deadlines, or quality
standards.
A General Goal-Setting Model
Properly conceived goals trigger a motivational process
that improves performance.
Figure 13.4: A Model of How Goals

Can Improve Performance
Goal-Setting Theory (contd)

Personal Ownership of Challenging Goals
Characteristics of effective goals:
Specificity makes goals measurable.
Difficulty makes goals challenging.
Participation gives personal ownership of the goal.
How Do Goals Actually Motivate?
Goals are exercises in selective perception.

Goals encourage effort to achieve something specific.
Goals encourage persistent effort.
Goals foster creation of strategies and action plans.
Goal-Setting Theory (contd)

Practical Implications of Goal-Setting
Theory
The developed ability to effectively set goals
can be transferred readily to any performance
environment.
Motivation Through Job Design

Job Design
The delineation of task responsibilities as dictated by
organizational strategy, technology, and structure
Strategy One: Fitting People to Jobs

Improving the motivation of routine-task personnel
Realistic job previews: Honest explanations of what a job
actually entails
Job rotation: Moving people from one specialized job to
another
Limited exposure: Using an incentive such as contingent time
off (CTO) to motivate performance
Motivation Through Job Design (contd)

Strategy Two: Fitting Jobs to People
Job enlargement: Combining two or more specialized
tasks (horizontal loading) to increase motivation
Job enrichment: Redesigning a job to increase its
motivating potential by introducing planning and
decision-making responsibility (vertical loading)
Motivation Through Job Design (contd)
Five Core Dimensions of Work

1. Skill variety: The variety of activities required in
carrying out the work
2. Task identity: The completion of a whole and
identifiable piece of work
3. Task significance: How much impact the job has on
the lives of other people
4. Autonomy: The freedom, independence, and
discretion that one has to do the job
5. Job feedback: How much performance feedback the
job provides to the worker
Figure 13.5: How Job Enrichment Works
Source: J. Hackman/G. Oldham, WORK REDESIGN, Figure 4.6. 1980. Reprinted by permission of Pearson
Education, Inc., Upper Saddle River, NJ.
Motivation Through Rewards

Extrinsic Rewards
Payoffs granted to the individual by other people
Money, employee benefits, promotions, recognition, status
symbols, and praise
Intrinsic Rewards
Self-granted and internally experienced payoffs
Sense of accomplishment, self-esteem, and self-actualization
Motivation Through Rewards (contd)

Improving Performance with Extrinsic Rewards
Rewards must satisfy individual operative needs.
Cafeteria compensation: A plan that allows employees to select
their own mix of benefits
Employees must believe effort will lead to reward.

Rewards must be equitable.
Rewards must be linked to performance.
Figure 13.6: Personal and Social Equity
Figure 13.6: Personal and Social Equity

(contd)
Motivation Through Employee

Participation
Participative Management
The process of empowering employees to assume
greater control of the workplace
Setting goals
Making decisions
Solving problems
Designing and implementing organizational changes
Three approaches to participation

Quality control circles
Open-book management (OBM)
Self-managed teams
Quality Control (QC) Circles

Voluntary problem-solving groups of five to ten
employees from the same work area who meet
regularly to discuss quality improvement and
ways to reduce costs
Assume responsibility for recommending,
implementing, and evaluating solutions to quality
problems
Voluntary participation that taps into the creative
potential of every employee
Open-Book Management (OBM)

Sharing a companys key financial data and
statements with all employees and providing the
education that will enable them to understand how
the company makes money and how their actions
affect its success and bottom line
Benefits of OBM
Displays a high degree of trust in employees
Creates strong commitment to employee training
Teaches patience when waiting for results
Figure 13.7: The Four STEP Approach

to Open-Book Management
Open-Book Management (OBM) (contd)

The STEP Approach to Open-Book Management
(OBM)
Step 1: Share financial data with employees.

Step 2: Teach employees the business model.
Step 3: Empower employees to make decisions.
Step 4: Pay employees a fair share of profits through
bonuses and incentive compensation.
Self-Managed Teams (Autonomous

Work Groups)
High performance teams (with assigned
membership) assume traditional managerial
duties such as staffing and planning as part of
their normal work routine.
Self-management fosters creativity, motivation,
and productivity.
Vertically Loaded Jobs

Team members jobs become vertically loaded
when nonmanagerial team members assume
duties traditionally performed by managers.
The concept is new to the workplace and is not
widespread.
Managerial Resistance
Traditional authoritarian supervisors view autonomous
teams as a threat to their authority and job security.
Keys to Successful Employee

Participation Programs
Building Employee Support for Participation
A profit-sharing or gain-sharing plan
A long-term employment relationship with good job
security
A concerted effort to build and maintain group
cohesiveness
Protection of the individual employees rights
Motivation Through
Quality-of-Work-Life Programs
Flexible Work Schedules
Flextime: A work schedule that allow employees to
choose their own arrival and departure times within
specified limits
Benefits
Better employee-supervisor relations
Reduced absenteeism
Selective positive impact on job performance (improves
productivity for some jobs, but not for others)
Figure 13.8: Flextime in Action
Motivation Through Qualityof-Work-Life Programs (contd)

Alternatives
Expanded concept of flextime
Reduced time, paid leaves, telecommuting
Compressed workweeks: 40 or more hours in fewer than five
days
Semipermanent and permanent part-time: work weeks with
fewer than 40 hours.
Job sharing: complementary scheduling that allows two or
more part-timers to share a single full-time job

Family Support Services
Top family-friendly benefits
Dependent care flexible spending accounts

Flextime
Family leave above that required by the FMLA
Telecommuting on a part-time basis
Compressed workweeks

Family Medical Leave Act (FMLA)
Requires employers to provide up to 12 weeks of
unpaid leave per year for family events
Covers only employers with 50 or more employees
Requires that employees must first exhaust sick and
vacation leave
Other Services
On-site child and elder care facilities
Emergency child care

Wellness Programs
Employer-provided programs to help employees cope
with stress and burnout
Sabbaticals
Giving long-term employees extended periods of paid
time off to refresh themselves and bolster their
motivation and loyalty
Terms to Understand
Motivation
Expectancy theory
Expectancy
Goal setting
Job design
Realistic job previews
Job rotation
Contingent time off
Job enlargement
Job enrichment
Rewards
Extrinsic rewards
Intrinsic rewards
Cafeteria compensation
Participative management
Quality control circles
Open-book management
Self-managed teams
Flextime (flexible work
schedules)
Family-friendly companies

Chapter Thirteen: Motivating Job Performance

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Chapter Thirteen: Motivating Job Performance

Transféré par

Droits d'auteur :

Formats disponibles

Chapter Thirteen

Motivating Job Performance

Chapter Objectives (contd)

Maslows needs hierarchy theory

Copyright Houghton Mifflin Company. All rights reserved.

Figure 13.1: Individual Motivation

Copyright Houghton Mifflin Company. All rights reserved.

Maslows Needs Hierarchy Theory

Physiological needs: food, water, sleep, and sex

Copyright Houghton Mifflin Company. All rights reserved.

Figure 13.2: Maslows Hierarchy of

Copyright Houghton Mifflin Company. All rights reserved.

Relevance of Maslows Theory for

Herzbergs Two-Factor Theory

Dissatisfiers: Factors associated with the job

Copyright Houghton Mifflin Company. All rights reserved.

Implications of Herzbergs Theory

Problems with Theory

Copyright Houghton Mifflin Company. All rights reserved.

Expectancy Theory (Vroom)

A Basic Expectancy Model

Figure 13.3: A Basic Expectancy Model

Copyright Houghton Mifflin Company. All rights reserved.

Relevance of Expectancy Theory to

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

Figure 13.4: A Model of How Goals

Copyright Houghton Mifflin Company. All rights reserved.

Goal-Setting Theory (contd)

How Do Goals Actually Motivate?

Goals are exercises in selective perception.

Copyright Houghton Mifflin Company. All rights reserved.

Goal-Setting Theory (contd)

Copyright Houghton Mifflin Company. All rights reserved.

Motivation Through Job Design

Strategy One: Fitting People to Jobs

Copyright Houghton Mifflin Company. All rights reserved.

Motivation Through Job Design (contd)

Copyright Houghton Mifflin Company. All rights reserved.

Motivation Through Job Design (contd)

Five Core Dimensions of Work

Copyright Houghton Mifflin Company. All rights reserved.

Figure 13.5: How Job Enrichment Works

Copyright Houghton Mifflin Company. All rights reserved.

Motivation Through Rewards

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

Motivation Through Rewards (contd)

Employees must believe effort will lead to reward.

Copyright Houghton Mifflin Company. All rights reserved.

Figure 13.6: Personal and Social Equity

Copyright Houghton Mifflin Company. All rights reserved.

Figure 13.6: Personal and Social Equity

Copyright Houghton Mifflin Company. All rights reserved.

Motivation Through Employee

Three approaches to participation

Quality Control (QC) Circles

Open-Book Management (OBM)

Copyright Houghton Mifflin Company. All rights reserved.

Figure 13.7: The Four STEP Approach

Copyright Houghton Mifflin Company. All rights reserved.