EMPLOYEE

MOTIVATION
Motivation the internal force that drives
a worker to action as well as the external
factors that encourage the action.
 Are we
predisposed
to be
motivated?
 Individual Differences Traits

Intrinsic Need for

Self Esteem
Motivation Achievement
Self Esteem refers to the extent to which
a person views himself as
valuable of worthy.
Consistency Theory states that there is a
positive correlation between
self-esteem and performance.
Chronic Self Esteem is the person’s
overall feelings about himself.
Situational Self Esteem
(also called Self Efficacy)
is a person’s feelings about
himself in a particular situation.
Socially Influenced Self Esteem is
how a person feels about himself on the
basis of the expectations of others.
How to Improve Employee
Self Esteem?
 How to Improve Employee
Self Esteem?

1. Attend self-esteem
workshops
 How to Improve Employee
Self Esteem?

2. Experience with
success
Self Fulfilling Prophecy states that an
individual will perform as well
or as poorly as he expects to perform.
 Galatea Effect states that
individual accomplishment is driven
by what he thinks he can.

This presents the relationship between self expectations

and performance.
 How to Improve Employee
Self Esteem?

3. Supervisor’s behavior
Golem Effect states that negative
expectations of an individual
cause a decrease in
performance
 Intrinsic
Motivation
Intrinsic Motivation refers to the incentive
to undertake an activity based on the expected
enjoyment of the activity itself, rather than
external benefits that might result.
 Extrinsic motivation refers to motivation
that comes from outside an individual. The
motivating factors are external or outside. These
rewards provide satisfaction and pleasure that
the task itself may not provide.
Self Determination Theory (Ryan and Deci, 2012)
 Needs for
Achievement
and Power
Need for Achievement

• also known as N’ Ach, states that employees

are motivated by jobs that are challenging and
over which, they have some level of control.

• employees who have minimal achievement

needs are more satisfiedd when job involves
little challenge and have a hign probability of
success.
Need for Affiliation

• also known as N’ Aff, states that

employees are motivated by jobs in which
they can work with and help other
people.
Need for Power

• also known as N’ Pow, states that

employees are motivated by a desire to
influence others rather than be simply be
successful.
Realistic Job Preview (RJP) is a recruitment
method by which job applicants are
told both of the ppositive and
negative aspects of a job.
 Job Characteristics
Theory states that
employees desire jobs
that are meaningful, provide
them opportunity to be
personally responsible for the
outcome of their work and
provide them feedback of the
results of their efforts.
 Hierarchy of
Needs

Abraham Maslow
 ERG Model of
Motivation

Clayton Alderfer
Two Factor
Theory
Goal Setting
Properly set
goals are…
 Self Regulation Theory states that
employees can be motivated by their own
progress toward the goals they set and adjusting
their behavior to reach those goals.
 Operant Conditioning states that
employees will engage in behaviors for which
they are rewarded and avoid behaviors for
which they are punished.
Six Factors to
Consider in
Determining
Incentive
Program
 1. Timing
A reinforcement or
punishment if most
effective if it occurs
soon after the
performance of the
behavior.
2. Contingency of Consequences
If a reward or a punishment is not possibly given
immediately, it should be made clear that the employee
understands the behavior that brought the consequences.
 3. Type of
Incentive Used
Supervisors should be
trained and have access
to different types of
reinforcements.

Every employee is
different with his own
set of values and
preferences.
Premack Principle states that reinforcement
is relative. Supervisors can reinforce employees
with something that on the surface does not
appear to be a reinforcer.
Grandma’s Rule

“Eat your spinach first and then

you can have your dessert.”
 Premack Principle suggests that it is
better to start with an undesirable task
and end with a more pleasing task.
Reinforcement Hierarchy provides a list of
preferred variety of reinforcement of employees.
FINANCIAL
REWARDS
Variable pay is employee compensation that
changes as compared to salary which is paid in
equal proportions throughout the year.
 Variable pay is awarded in a variety of formats
including profit sharing, bonuses, holiday bonus, cash,
and goods and services such as a company-paid trip
or a Christmas ham.
Recognition
Travel
4. Individual and
Group Incentives
Use of Positive
and Negative
Incentives
Expectancy Theory
suggests that motivations
will be high when the
employee feels
1. High levels of effort lead
to high performance
2. High performance lead
to the attainment of the
desired outcomes (Vroom,
1964).
Expectancy Theory
1. Expectancy
2. Instrumentality
3. Valence
 Effort

Expectancy
The perceived relationship between the amount
of effort an employee puts in and the result in
performance
 Performance

Instrumentality
The perceived probability that good
performance, if noticed, will lead to a good
outcome.
 Outcome

Valence
The extent to which an employee values a
particular consequence or outcome.
 Expectancy Theory

Expectancy Instrumentality Valence

Effort Performance Outcome MOTIVATION

 Fairness of
Reward System
Making sure that
employees get access to
the same opportunities.
Equity Theory is based on the premise that our
levels of motivation and job satisfaction are related to
how fairly we believe we are treated in comparison
with others.
Perception of Fairness
1. Inputs
2. Outcomes
3. Inputs / outcomes
Inputs/contributions Inputs/contributions
of 1 person of 2 persons

1. Inputs
Outcomes/rewards Outcomes/rewards
for 1 person for 2 persons

2. Outcomes
Inputs/contributions Inputs/contributions
of 1 person of 2 persons

Outcomes/rewards Outcomes/rewards
for 1 person for 2 persons

3. Inputs/outcomes