“Your passion is

waiting for your

courage to catch up.”
Isabelle Lafleche
Employee
Motivation
  The force that drives an employee to
Motivation perform well.
  they have a personality that predisposes them to be
motivated;
Various  their expectations have been met;
theories  the job and the organization are consistent with their
values;
suggests that
 the employees have been given achievable goals;
employees will
 the employees receive feedback on their goal attainment;
be highly  the organization rewards them for achieving their goals;
motivated if:  the employees perceive they are being treated fairly; and
 their coworkers demonstrate a high level of motivation.
  Conscientiousness is the best personality
predictor of work performance, organizational
citizenship behavior (OCB), and academic
Personality performance; stability is most associated with
salary and setting high goals; and extraversion is
most highly correlated with the number of
promotions received.
  The extent to which a person views him
Self Esteem or herself as a valuable and worthy
individual.
  Employees try to perform at levels consistent
with their self-esteem level.
 Positive correlation between self-esteem and
Korman’s performance.
Consistency 1. Chronic self-esteem
 Overall feeling about themselves
Theory 2. Situational self-esteem (self-efficacy)
 Particular situation
3. Social influenced self-esteem
 Based on others’ expectation
  On the basis of consistency theory, we should be able
Korman’s to improve performance by increasing an employee’s
self-esteem
Consistency  Organizations can theoretically do this in three ways:
Theory self-esteem workshops, experience with success, and
supervisor behavior.
 Self-esteem  To increase self-esteem, employees can
workshops, attend workshops in which they are given
Experience insights into their strengths. It is thought
with Success, that these insights raise self-esteem by
and Supervisor showing employees that they have several
Behavior strengths and are good people.
  With the experience-with-success
Self-esteem approach, an employee is given a task so
workshops, easy that he will almost certainly succeed.
Experience  Self-fulfilling prophecy The idea that
people behave in ways consistent with their
with Success, self image.
and Supervisor  Galatea effect When high self-
Behavior expectations result in higher levels of
performance.
  Another approach to increasing employee self-esteem is
to train supervisors to communicate a feeling of
confidence in an employee.
Self-esteem  The idea here is that if an employee feels that a manager
workshops, has confidence in him, his self-esteem will increase, as
Experience will his performance.
 Pygmalion effect The idea that if people believe that
with Success, something is true, they will act in a manner consistent with
and Supervisor that belief.
 Eden (1998) concluded that there was little support for
Behavior the notion that teaching the “Pygmalion leadership
style” would change the way supervisors treated their
employees and thus increase employee self-esteem.
Do employees have
Achievable Goal?
  A method of increasing performance in which employees
are given specific performance goals to aim for.
 For goal setting to be most successful, the goals
themselves should possess certain qualities represented
by the acronym SMART (Rubin, 2002):
Specific
Goal Setting
Measurable
Attainable
Relevant
Time-bound
  Expectancy
 The perceived relationship between the amount of
effort an employee puts in and the resulting
outcome.
 Instrumentality
Expectancy  The extent to which the outcome of a worker’s
Theory performance, if noticed, results in a particular
consequence.
 Noticed behavior must be rewarded
 Valence
 The extent to which an employee values a particular
consequence.