MANAGING

EMPLOYEE
MOTIVATION AND
PERFORMANCE
Chapter 10
Ricky Griffin
 THE IMPORTANCE OF
EMPLOYEE MOTIVATION IN
THE WORKPLACE

Motivation: The set of

forces that cause
people to behave in
certain ways
 CONTENT PERSPECTIVES
ON MOTIVATION
Content perspectives : Approach to motivation that tries to answer the
question, What factor or factors motivate people?

Need for hierarchy

Maslow’s hierarchy of needs: Suggests that people must satisfy
five groups of needs in order—physiological, security,
belongingness, self-esteem, and self-actualization
ERG theory of motivation: Suggests that people’s needs are
grouped into three possibly overlapping categories— existence,
relatedness, and growth
 CONTENT PERSPECTIVES
ON MOTIVATION
Two-factor theory of
motivation: Suggests
that people’s satisfaction
and dissatisfaction are
influenced by two
independent sets of
factors—motivation
factors and hygiene
factors
 CONTENT PERSPECTIVES
ON MOTIVATION
Content perspectives : Approach to motivation that tries to answer the
question, What factor or factors motivate people?

Individual Human Needs: The desire to accomplish a goal or task

more effectively than in the past
need for affiliation: The desire for human companionship and
acceptance
need for power : The desire to be influential in a group and to
control one’s environment
 PROCESS PERSPECTIVES

Process perspectives: Approaches to motivation that focus on why

people choose certain behavioral options to fulfill their needs and how
they evaluate their satisfaction after they have attained these goals
Expectancy theory: Suggests that motivation depends on two things
— how much we want something and how likely we think we are to
get it
effort-to-performance expectancy: The individual’s perception of
the probability that effort will lead to high performance
performance-to-outcome expectancy: The individual’s
perception that performance will lead to a specific outcome
PROCESS PERSPECTIVES
 PROCESS PERSPECTIVES

Outcomes and Valences (expectancy theory):

outcomes : Consequences of behaviors in an organizational setting,
usually rewards
valence: An index of how much a person wants a particular outcome;
the attractiveness of the outcome to the individual

The Porter-Lawler Extension: Porter and Lawler suggested that there

may indeed be a relationship between satisfaction and performance but
that it goes in the opposite direction—that is, high performance may lead
to high satisfaction
PROCESS PERSPECTIVES
 PROCESS PERSPECTIVES
equity theory: Suggests that people are motivated to seek social equity in
the rewards they receive for performance

Goal-Setting Theory - The goal-setting theory of motivation assumes that

behavior is a result of conscious goals and intentions
Goal difficulty is the extent to which a goal is challenging and requires
effort. If people work to achieve goals, it is reasonable to assume that
they will work harder to achieve more difficult goals. But a goal must
not be so difficult that it is unattainable.
Goal specificity is the clarity and precision of the goal. A goal of
“increasing productivity” is not very specific; a goal of “increasing
productivity by 3 percent in the next six months” is quite specific.
PROCESS PERSPECTIVES
 REINFORCEMENT
PERSPECTIVES ON MOTIVATION
Reinforcement theory - Approach to motivation that argues that
behavior that results in rewarding consequences is likely to be repeated,
whereas behavior that results in punishing consequences is less likely to
be repeated punishment - Used to
Kinds of Reinforcement in Organizations weaken undesired behaviors
positive reinforcement - A method of by using negative outcomes
strengthening behavior with rewards or or unpleasant consequences
positive outcomes after a desired behavior is when the behavior is
performed performed
avoidance - Used to strengthen behavior by extinction - Used to weaken
avoiding unpleasant consequences that undesired behaviors by simply
would result if the behavior were not ignoring or not reinforcing
performed them
 REINFORCEMENT
PERSPECTIVES ON MOTIVATION
Providing Reinforcement in Organizations
fixed-interval schedule - Provides reinforcement at fixed intervals of
time, such as regular weekly paychecks
variable-interval schedule - Provides reinforcement at varying
intervals of time, such as occasional visits by the supervisor
fixed-ratio schedule - Provides reinforcement after a fixed number of
behaviors regardless of the time interval involved, such as a bonus for
every fifth sale
variable-ratio schedule - Provides reinforcement after varying
numbers of behaviors are performed, such as the use of compliments
by a supervisor on an irregular basis
behavior modification (OB Mod)- Method for applying the basic
elements of reinforcement theory in an organizational setting
 EMPOWERMENT
Empowerment - The process of enabling workers to set their own work
goals, make decisions, and solve problems within their sphere of
responsibility and authority

Participation - The process of giving employees a voice in making

decisions about their own work

How to Empower Employees

Share information openly
Delegate real responsibility
Involve team in goal setting
Support learning and development
 EMPOWERMENT
Areas of Participation
It might also be motivational to
addressing questions and making
let workers make decisions about
decisions about their own jobs.
administrative matters, such as
Instead of just telling them how to
work schedules.
do their jobs, managers can ask
If jobs are relatively
employees to make their own
independent of one another,
decisions about how to do them.
employees might decide
Based on their own expertise and
when to change shifts, take
experience with their tasks,
breaks, go to lunch, and so
workers might be able to improve
forth.
their own productivity.
A work group or team might
In many situations, they might also
also be able to schedule
be well qualified to make decisions
vacations and days off for all
about what materials to use, what
of its members.
tools are needed, and so forth.
 EMPOWERMENT
Techniques and Issues in Empowerment: Simple techniques, such as
suggestion boxes and question-and-answer meetings, allow a certain
degree of participation,
ways to extend participation beyond the traditional areas.
use of work teams: Such teams are collections of employees
empowered to plan, organize, direct, and control their own work.
Their supervisor, rather than being a traditional “boss,” plays
more the role of a coach.
change the team’s overall method of organizing: The basic pattern
is for an organization to eliminate layers from its hierarchy, thereby
becoming much more decentralized.
Power, responsibility, and authority are subsequently delegated
as far down the organization as possible, placing control over
work squarely in the hands of those who actually do it
 EMPOWERMENT
Conditions to make empowerment enhance organisational
effectiveness

Efforts to spread empowerment and autonomy should be sincere not

just token efforts to spread participation

organisation must be committed to maintaining participation and

empowerment. Workers will be resentful if they are given more
control, only to later have it reduced or have it taken back or reduced

workers must truly believe that they and their managers are working
together in their joint best interests
QUESTIONS
PLEASE!