Motivating and Rewarding Employees ???????

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Motivating and Rewarding Employees???????
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Learning Outcomes

• Describe the motivation process
• Define needs
• Explain the hierarchy of needs theory
• Compare Theory X and Theory Y
• Examine the motivation-hygiene theory

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Learning Outcomes

• Examine motivation and equity theory
• Explain expectancy theory
• Design jobs to maximize performance
• Discuss workforce diversity and motivation

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The Motivation Process
Unsatisfied Need
Search Behavior
Tension
Reduction of Tension
Satisfied Need
Drives
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??????? 1.Maslows Hierarchy of Needs
(Maslow???????)
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2.McGregors Theory X and Theory Y Assumptions 2.McGregors Theory X and Theory Y Assumptions
X ? ? Y ? ?
1.?????????,????? 2.???????????????,????? 3.???????,????????????? 4.???????????????????,???????,????? 1.????????????,????????? 2.??????,?????????? 3.?????????,????????? 4.????????????????,????????/????
 
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3. Herzbergs Motivation-Hygiene Theory 3. Herzbergs Motivation-Hygiene Theory 3. Herzbergs Motivation-Hygiene Theory 3. Herzbergs Motivation-Hygiene Theory
????(Motivators) ????(Motivators) ????(Hygiene Factors) ????(Hygiene Factors)
? ??? ? ??? ? ???? ? ??? ? ????? ? ?? ? ??? ? ??? ? ???? ? ??? ? ????? ? ?? ?????? ????? ???????? ????? ??? ??????? ????? ??????? ??? ??? ?????? ????? ???????? ????? ??? ??????? ????? ??????? ??? ???
??? (Extremely Satisfied) ?? (Neutral) ?? (Neutral) ???? (Extremely Dissatisfied)
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??????? 1. McCLELLANDS Three-Needs Theory(??????)
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2. Equity Theory(????)
Ratio Comparison
Employees Perception
Outcomes A Inputs A Outcomes A Inputs A Outcomes
A Inputs A
Outcomes B Inputs B Outcomes B Inputs B Outcomes
B Inputs B
lt
Inequity (Under-Rewarded)

Equity
gt
Inequity (Over-Rewarded)
Where A is the employee, and B is a relevant
other or referent.
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3. ??????
Skill Variety Task Identity Task
Significance Autonomy Feedback
The Job Description Model (Hackman Oldham)
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Examples of High and Low Job Characteristics

• Characteristics Examples
• Skill Variety
• High variety The owner-operator of a garage who
  does electrical repair, rebuilds engines,
• does body work, and interacts with customers
• Low variety A bodyshop worker who sprays paint
  eight hours a day
• Task Identity
• High identity A cabinetmaker who designs a
  piece of furniture, selects the wood, builds the
  object, and finishes it to perfection
• Low identity A worker in a furniture factory
  who operates a lathe to make table legs
• Task Significance
• High significance Nursing the sick in a
  hospital intensive-care unit
• Low significance Sweeping hospital floors
• Autonomy
• High autonomy A telephone installer who
  schedules his or her own work for the day, and
  decides on the best techniques for a particular
  installation
• Low autonomy A telephone operator who must
  handle calls as they come according to a
  routine, highly specified procedure
• Feedback
• High feedback An electronics factory worker who
  assembles a radio and then tests it to
• determine if it operates properly
• Low feedback An electronics factory worker who
  assembles a radio and then routes it to a
  quality control inspector who tests and adjusts
  it

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The Job Characteristics Model
Personal and Work Outcomes
Core Job Dimensions
Critical Psychological States
Skill variety Task identify Task significance
Experienced meaningfulness of the work
High internal work motivation High-quality work
performance High satisfaction with the work Low
absenteeism and turnover
Experienced responsibility for outcomes of the
work
Autonomy
Knowledge of the actual results of the work
activities
Feedback
Employee Growth Need Strength
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The Motivating Potential Score MPS
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4. Victor Vrooms Expectancy Theory (????)
Individual Effort
Individual Performance
Organizational Rewards
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Individual Goals
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An Integrative Model of Motivation
High nAch
Equity Comparison O O IA IB
Ability
Opportunity
Performance Appraisal Criteria
Personal Goals
Individual Performance
Individual Effort
Organization Rewards
Performance Appraisal System
Reinforcement
Dominant Needs
Goals Direct Behavior
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Contemporary Motivation Issues

• Workforce diversity
• Pay-for-performance
• Minimum-wage workers
• Professional employees
• Technical workers

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Flexible Work Options