Management Chapter 12 Homework For Example Worker Who Cannot Fulfill Need

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CHAPTER 12

MOTIVATING EMPLOYEES

CHAPTER OUTLINE

Are You Ready to Be a Manager?

I. The Concept of Motivation

II. Content Perspectives on Motivation

A. The Hierarchy of Needs

B. ERG Theory

C. A Two-Factor Approach to Motivation

D. Acquired Needs

III. Process Perspectives on Motivation

A. Goal Setting

IV. Reinforcement Perspective on Motivation

V. Social Learning Theory

VI. Job Design for Motivation

A. Job Enrichment

B. Job-Characteristics Model

VII. Innovative Ideas for Motivating

A. Empowering People to Meet Higher Needs

B. Giving Meaning to Work Through Engagement

ANNOTATED LEARNING OBJECTIVES

After studying this chapter, students should be able to:

1. Define motivation and explain the difference between intrinsic and extrinsic rewards.

Motivation generally is defined as the arousal, direction, and persistence of behavior. The study

of motivation concerns is what prompts people to initiate action, what influences their choice of

2. Identify and describe content theories of motivation based on employee needs.

Content theories of motivation emphasize the needs that motivate people. These needs translate

into an internal drive that motivates an individual’s specific behaviors in an attempt to fulfill the

needs. The organization’s reward system can be designed to meet and reinforce employees in

directing energies and priorities toward attainment of organizational goals. Maslow’s hierarchy

3. Identify and explain process theories of motivation.

Process theories of motivation explain how workers select behavioral actions to meet their needs

4. Describe the reinforcement perspective and how it can be used to motivate employees.

Reinforcement theory looks at the relationship between behavior and its consequences. It

5. Explain social learning theory, including the concepts of vicarious learning, self-

reinforcement, and self-efficacy.

Social learning theory is related to the reinforcement perspective, but it proposes that an

individual’s motivation can result not just from direct experience of rewards and punishments,

6. Discuss major approaches to job design and how job design influences motivation.

A job in an organization is a unit of work that a single employee is responsible for performing.

Job design is the application of motivational theories to the structure of work for improving

7. Explain how empowerment heightens employee motivation.

Organizations have adopted new programs that apply motivational theory to improve employees’

8. Identify three elements of employee engagement and describe some ways managers can

create a work environment that promotes engagement.

People experience a sense of meaningfulness when they believe they are working toward

something of importance and have a chance to accomplish something that provides real value to

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LECTURE OUTLINE

INTRODUCTION

Janice Rennie makes $350,000 a year selling residential real estate in Toronto; she attributes her

success to the fact that she likes to listen carefully to clients and then find houses to meet their

needs. Greg Storey is a skilled machinist who is challenged by writing programs for numerically

Are You Ready to Be a Manager?

This questionnaire gives students insight into what motivates them.

I. THE CONCEPT OF MOTIVATION

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New Manager Self-Test: Are You Engaged or Disengaged?

The term employee engagement is becoming popular in the corporate world. Engagement means

that people involve and express themselves in their work, going beyond the minimum effort

Exhibit 12.1: A Simple Model of Motivation

Motivation refers to the forces either within or external to a person that arouse enthusiasm and

persistence to pursue a certain course of action. Employee motivation affects productivity, and

part of a manager’s job is to channel motivation toward accomplishment of organizational

goals.

The study of motivation helps managers understand what prompts people to initiate action, what

II. CONTENT PERSPECTIVES ON MOTIVATION

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Exhibit 12.2: Maslow’s Hierarchy of Needs

Content theories emphasize the needs that motivate people. These needs translate into an

internal rive that motivates specific behaviors in an attempt to satisfy the needs. To the extent

that managers understand employees’ needs, they can design reward systems that meet them

direct employees’ energies and priorities toward attaining organizational goals.

A. The Hierarchy of Needs

1. Abraham Maslow’s hierarchy of needs theory proposes that humans are motivated

by multiple needs, existing in a hierarchical order.

a. Physiological needs. The most basic human physical needs including food,

water, and oxygen. In the organizational setting, these needs include adequate

heat, air, and base salary to ensure survival.

b. Safety needs. These are the needs for a safe and secure physical and emotional

environment and free from threats of violence. In an organizational workplace,

safety needs are for safe jobs, fringe benefits, and job security.

c. Belongingness needs. These needs are the desire to be accepted by one’s peers,

2. The lower-order needs take priority in that they must be satisfied before higher-order

needs are activated.

a. A person desiring physical safety tries to secure a safer environment and is not be

B. ERG Theory

1. ERG theory was developed by Clayton Alderfer and is a modification of Maslow’s

theory. ERG theory identified three categories of needs.

a. Existence needs. These are the needs for physical well-being.

2. The ERG model and Maslow’s need hierarchy are similar as both are hierarchical

and presume individuals move up the hierarchy one need at a time.

a. The Model contains a frustration-regression principle, suggesting that failure

3. Need hierarchy theory explains why organizations recognize employees, encourage

4. Many companies find that creating a humane work environment that allows people

to achieve a balance between work and personal life is a great high-level motivator.

a. Making work fun plays a role in creating this balance as well.

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Exhibit 12.3: The Motivational Benefits of Job Flexibility

Exhibit 12.4: Herzberg’s Two-Factor Theory

C. A Two-Factor Approach to Motivation

1. Frederick Herzberg asserted that work characteristics associated with dissatisfaction

were different from those pertaining to satisfaction. This prompted the idea that two

different factors influenced work motivation and an employee’s behavior at work,

leading to his development of the two-factor theory.

a. Hygiene factors involve the presence or absence of job dissatisfiers, including

working conditions, pay, company policies, and interpersonal relationships.

2. The manager’s role is to provide hygiene factors to meet basic needs and use

motivators to meet higher-level needs to propel employees toward achievement and

satisfaction.

Discussion Question #8: In the survey reported in question 7, the teachers also reported that

pay and benefits were poor, yet they continue to teach. Use Herzberg’s two-factor theory to

explain this finding.

D. Acquired Needs

1. David McClelland developed acquired needs theory, which proposes that certain

types of needs are acquired or learned during an individual’s lifetime. People are not

born with these needs but learn them through life experiences.

a. Need for achievement—the desire to accomplish something difficult, attain

2. Implications for management.

a. People with a high need for achievement are frequently entrepreneurs

Discussion Question #5: Would you rather work for a supervisor high in need for

achievement, affiliation, or power? Why? What are the advantages and disadvantages of

each?

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III. PROCESS PERSPECTIVES ON MOTIVATION

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Process theories explain how employees select behaviors with which to meet their needs and

determine if their choices were successful.

A. Goal Setting

1. Goal-setting theory proposes that specific, challenging goals increase motivation

2. Goal-setting theory includes four key components.

a. Goal specificity—the degree to which goals are concrete and unambiguous.

3. Goal setting increases motivation because it enables people to focus their energies in

the right direction.

a. People know what to work toward, so they can direct their efforts toward the

B. Equity Theory

1. Equity theory, developed by J. Stacy Adams, focuses on individuals’ perceptions of

how fairly they are treated relative to others.

a. People evaluate equity by a ratio of inputs to outcomes. Inputs to a job include

such things as education, experience, effort, and ability. Outcomes from a job

2. Methods for reducing a perceived inequity include:

a. Change work effort―by decreasing the level of effort or increasing absenteeism.

3. The implication for managers is that employees evaluate the perceived equity of

their rewards compared to others.

a. An increase in salary or promotion will not motivate if it is perceived as

Discussion Question #4: If an experienced executive assistant discovered that she made the

same amount of money as a newly-hired janitor, how do you think she would react? What

inputs and outcomes might she evaluate to make this comparison?

C. Expectancy Theory

Exhibit 12.5: Major Elements of Expectancy Theory

1. Expectancy theory, associated with Victor Vroom, suggests that motivation

2. It focuses on the thinking process individuals use to obtain rewards.

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3. Expectancy theory is based on the individual’s effort, performance, and the

desirability of outcomes associated with that performance.

a. E → P expectancy involves determining whether putting effort into a task will

lead to high performance. The individual must have the ability, previous

4. Managers’ responsibility is to help subordinates meet their needs and at the same

time attain organizational goals.

a. Managers try to find a match between a subordinate’s skills and abilities, job

demands, and available rewards.

IV. REINFORCEMENT PERSPECTIVE ON MOTIVATION

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Reinforcement theory looks at the relationship between behavior and its consequences.

Behavior modification is the technique by which reinforcement theory is used to modify

New Manager Self-Test: Your Approach to Motivating Others

New managers often learn to use reinforcements first, and as they gain more experience are able

to apply expectancy theory. This exercise helps students understand how they apply the

motivational concepts of expectancy and reinforcement in their roles as informal leaders.

A. Reinforcement is defined as anything that causes a certain behavior to be repeated or

inhibited. There are four common reinforcement tools.

1. Positive reinforcement is the application of a pleasant and rewarding consequence

2. Avoidance learning is the removal of an unpleasant consequence following a

3. Punishment is the application of unpleasant consequences following undesirable

Exhibit 12.6: Changing Behavior with Reinforcement

4. Extinction is the withdrawal of a positive reward following undesirable behavior.

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Discussion Question #2: One small company recognizes an employee of the month, who is

V. SOCIAL LEARNING THEORY

INSTRUCTOR’S NOTES___________________________________________________________

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Social learning theory is related to the reinforcement perspective, but it proposes that an

individual’s motivation can result not just from direct experience of rewards and punishments,

but also from the person’s thoughts and beliefs and his or her observations of other people’s

behavior.

A. Vicarious learning, or observational learning, occurs when an individual sees others

perform certain behaviors and get rewarded for them.

B. Self-reinforcement, or self-control, refers to an individual motivating him or herself by

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