Professional Documents
Culture Documents
MOTIVATING
EMPLOYEES
© 2003 Pearson Education Canada Inc. 16.1
LEARNING OBJECTIVES
• You should be able to:
– Define the motivation process
– Describe three early motivation theories
– Explain how goals motivate people
– Differentiate reinforcement theory from goal-
setting theory
– Identify ways to design motivating jobs
Esteem
Social
Safety
Physiological
© 2003 Pearson Education Canada Inc. 16.7
EARLY THEORIES OF
MOTIVATION (continued)
• McGregor’s Theory X and Theory Y
– Theory X - assumes that workers have little ambition,
dislike work, want to avoid responsibility, and need to
be closely controlled
– Theory Y - assumes that workers can exercise self-
direction, accept and actually seek out responsibility,
and consider work to be a natural activity
– No evidence that either set of assumptions is valid
– No evidence that managing on the basis of theory Y
makes employees more motivated
Satisfaction Dissatisfaction
Herzberg’s View
Motivators Hygienes
Satisfaction No Satisfaction No Dissatisfaction Dissatisfaction
Forming Natural
Work Units Task Identity
Forming Natural
Work Units Task Significance
Opening Feedback
Channels Feedback
© 2003 Pearson Education Canada Inc. 16.22
CONTEMPORARY THEORIES
OF MOTIVATION (continued)
• Equity Theory
– Proposes that employees perceive what they get from a
job (outcomes) in relation to what they put into it
(inputs)
– Input/outcome ratio compared with the ratios of
relevant others
– Referent (relevant other) may be:
• other - individuals with similar jobs
• a system - includes organizational pay policies and
administrative systems
• self - past personal experiences and contacts
A = Effort-performance linkage
B = Performance-reward linkage
C = Attractiveness
Don’t ignore
Use goals
money Suggestions
for
Motivating
Ensure that goals
Check the system Employees are perceived as
for equity
attainable