Seven lecture

Employee
involvement
What Is Motivation?

Direction

Intensity Persistence
What is Motivation?

Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.

Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
• Intensity is concerned with how hard a
person tries. This is the element most of us
focus on when we talk about motivation.

• Direction is the orientation that benefits the

organization.

• Persistence is a measure of how long a

person can maintain his/her effort. Motivated
individuals stay with a task long enough to
achieve their goal.
Why is motivation important?

• Important in getting and retaining

people
• The glue that links individuals to
organizational goals
• Make individuals go beyond the
job and be creative
Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five
needs—physiological, safety,
social, esteem, and self-
actualization; as each need is
substantially satisfied, the next
need becomes dominant.

Self-Actualization
The drive to become what one is capable of
becoming.
Maslow’s Hierarchy of Needs

Self-actualization needs
(self-development, realization)

Esteem needs
(self-esteem, recognition, status)

Social needs
(sense of belonging, love)

Safety needs
(security, protection)

Physiological needs
(hunger, thirst)
 Why Have Teams Become So Popular?

 Teams typically outperform individuals.

 Teams use employee talents better.
 Teams are more flexible and responsive to
changes in the environment.
 Teams facilitate employee involvement.
 Teams are an effective way to democratize an
organization and increase motivation.

© 2007 Prentice Hall Inc. All rights reserved.

 Types of Teams

Problem-Solving Teams
Groups of 5 to 12 employees from the
same department who meet for a few
hours each week to discuss ways of
improving quality, efficiency, and the
work environment.

Self-Managed Work Teams

Groups of 10 to 15 people who take
on the responsibilities of their former
supervisors.

© 2007 Prentice Hall Inc. All rights reserved.

 Types of Teams (cont’d)

Cross-Functional Teams
Employees from about the same hierarchical level,
but from different work areas, who come together to
accomplish a task.

• Task forces

• Committees

© 2007 Prentice Hall Inc. All rights reserved.

 Types of Teams (cont’d)

Virtual Teams
Teams that use computer
technology to tie together
physically dispersed
members in order to
achieve a common goal.

Characteristics of Virtual Teams

1. The absence of paraverbal and nonverbal cues
2. A limited social context
3. The ability to overcome time and space constraints

© 2007 Prentice Hall Inc. All rights reserved.

© 2007 Prentice Hall Inc. All rights reserved.
Two-factor theory.
– Developed by Frederick Herzberg.
– Also known as motivation-hygiene
theory.
– Portrays two different factors — hygiene
factors and motivator factors — as the
primary causes of job dissatisfaction
and job satisfaction.
 Motivation-Hygiene
Theory of Motivation
•• Company
Hygienepolicy
factors
& Motivation factors increase
administration job satisfaction
must
• Supervision
• be present to avoid
• Interpersonal relations
job
• Working conditions • Achievement
•• Salary
dissatisfaction • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth
Hygiene factors avoid • Salary?
job dissatisfaction
 Two-Factor Theory of Job Satisfaction
Hygiene factors
• Quality of supervision
• Pay
• Company policies
• Physical working conditions
• Relations with others
• Job security
Job Dissatisfaction
Motivators
• Promotion opportunities
• Opportunities for personal
growth
• Recognition
• Responsibility
• Achievement
Job Satisfaction
 Comparison of Satisfiers
and Dissatisfiers

Factors characterizing
events on the job that led to
extreme job dissatisfaction
Factors characterizing
events on the job that
led to extreme job
satisfaction

Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright E X H I B I T 6–2
© 1987 by the President and Fellows of Harvard College: All rights reserved.
Money as A Motivator
• According to Maslow and
Alderfer, pay should prove
especially motivational to
people who have strong
lower-level needs.

• If pay has this capacity to

fulfill a variety of needs,
then it should have good
potential as a motivator.
 Monetary Incentives
A number of firms make a wide range
of money-based compensation programs
available to their employees as a form
of motivation.

Lump-sum One-time cash Gain-sharing

bonuses payments
Non-Monetary Incentives

A firm can also keep its employees

committed and motivated by
non-monetary means.

Appreciation
Promotion Quality Certificates
© 2007 Prentice Hall Inc. All rights reserved.
© 2007 Prentice Hall Inc. All rights reserved.
© 2007 Prentice Hall Inc. All rights reserved.
© 2007 Prentice Hall Inc. All rights reserved.