Management

Canadian Edition
Schermerhorn  Wright

Chapter Workforce
Management

Published by: John Wiley & Sons Canada, Ltd.

Definition of Motivation

Motivation - the process of moving

and sustaining goal-directed
behavior.
Motivation—the forces within the individual that
account for the level, direction, and persistence
of effort expended at work.
 3 Groups of
Motivational Theories

 Internal

◦ Suggest that variables within the individual give rise to

motivation and behavior
◦ Example: Maslow’s hierarchy of needs theory
 Process

◦ Emphasize the nature of the interaction between the

individual and the environment
◦ Example: Expectancy theory
 External

◦ Focus on environmental elements to explain behavior

◦ Example: Two-factor theory
 Early Philosophers of Motivational
Theories

 Max Weber—work contributes to salvation; Protestant

work ethic
 Sigmund Freud—delve/dig into the unconscious mind to
better understand a person’s motives and needs
 Adam Smith—“enlightened” self-interest; that which is in
the best interest and benefit to the individual and to other
people
 Frederick Taylor—founder of scientific management;
emphasized cooperation between management and labor to
enlarge company profits
 Content Theories of Motivation
Maslow’s Alderfer’s Herzberg’s McClelland’s
Need Hierarchy ERG Theory Theory Learned Needs

Self- Need for

Actualization Achievement
Growth Motivators
Need for
Esteem
Power

Need for
Belongingness Relatedness
Affiliation

Safety Hygienes
Existence
Physiological
Maslow’s Hierarchy
Each individual has needs, or feelings of
deficiency that drive their behavior
Once a need is satisficed, then it is no
longer motivating
Needs are in a hierarchy that an
individual moves up as they satisfy levels
of needs
Practical Implications of Content
Theories

People have different needs at

different times
Offer employees a choice of rewards
-- a flexible reward system
Do not rely too heavily on financial
rewards
◦ they mainly address lower level needs
 14.3

Maslow’s Hierarchy

Self-
Actualization

Esteem

Affiliation

Security

Physiological

Adapted from Figure

14.2
Levels of Needs
Physiological/Survival needs
◦ Food, Clothing, Shelter, Air
Security
◦ Feel safe, absence of pain, threat, or illness
Affiliation/association
◦ friendship, company, love, belonging
◦ first clear step up from survival needs
Need levels (cont.)
Esteem Needs
◦ self-respect, achievement, recognition,
prestige
◦ cues a persons worth
Self-Actualization
◦ personal growth, self-fulfillment, realization
of full potential
◦ Where are YOU on the hierarchy???
Alderfer’s ERG
Consolidates Maslow into 3 categories
Existence-physiological and security
Relatedness-affiliation
Growth-esteem and self-actualization
 14.4

ERG Model of Motivation

Frustration-Regression Satisfaction-Progression

Growth Needs

Relatedness Needs

Existence Needs
Adapted from Figure
14.3
Frustration-Regression
Differs from Maslow
When unable to satisfy upper level needs,
the individual will revert to satisfying
lower level needs
Interesting point from research....growth
stimulates growth
McClelland’s Learned Needs
Needs are acquired through interaction
with environment
Not a higherarchy, but degrees of each
type of need or motive
Herzberg’s Two Factor Theory
Some variable prevent job dissatisfaction
and some variables produce motivation
Hygiene factors-basic needs that will
prevent dissatisfaction
◦ light, temperature, pay, parking
Motivators
◦ when present cause high levels of motivation
◦ interesting work, advancement, growth, etc.
Process Theories
Reinforcement Theory
Expectancy
Equity
Justice Theory
Goal Setting
Types of Reinforcement
Positive Reinforcement-rewards
Punishment-Application of a negative
outcome
Negative Reinforcement-removal of
negative outcomes when behavior is
performed
Extinction-absence of reinforcement
(removal of positive reinforcement)
Drawbacks
 14.9

Reinforcement Process
Stimulus
(situation)

Response
(behavior)

Consequences
(rewards and punishments)

Future Behavior

Source: From L. W. Porter and E. E. Lawler III.

Managerial Attitudes and Performance. Homewood, Adapted from Figure
Ill.: Irwin, 1968, p. 165. Used with permission 14.6
3 Causes of
Motivational Problems
Belief that effort will not result in
performance
Belief that performance will not result in
rewards
The value a person places on, or the
preference a person has for, certain
rewards
 Moral Maturity
Moral Maturity - the measure of a
person’s cognitive moral development

Morally mature people Morally immature people

behave and act based on behave and act based on
universal ethical principles. egocentric motivations.
challenges of motivation in the new
workplace
 Pay for performance
◦ Paying people for performance is consistent with:
 Equity theory.
 Expectancy theory.
 Reinforcement theory.
◦ Merit pay
 Awards a pay increase in proportion to individual
performance contributions.
 Provides performance contingent reinforcement.
 May not succeed due to weakness in performance
appraisal system or lack of consistency in
application.
Management - Chapter 14
21
challenges of motivation in the new
workplace
Incentive compensation systems:
◦ Skill-based pay.
 Links pay to the number of job-relevant skills an
employee masters.
◦ Bonus pay plans.
 One-time or lump-sum payments based on the
accomplishment of specific performance targets or
some extraordinary contribution.

Management - Chapter 14
22
challenges of motivation in the new
workplace
Incentive compensation systems:
◦ Profit-sharing plans.
 Some or all employees receive a proportion of net
profits earned by the organization.
◦ Gain-sharing plans.
 Groups of employees share in any savings realized
through their efforts to reduce costs and increase
productivity.
◦ Employee stock ownership plans.
 Employees own stock in the company that employs
them.
Management - Chapter 14
23
What motivates employees?
Different things motivate different
people
People want to use their talents,
skills and knowledge
People want to do something
rewarding and intrinsically
valuable
Your Motivation Toolbox
 Balance
 Benefits
 Communication
 Compensation
 Corporate culture
 Recognition and rewards
 Responsibility
 Teamwork
 Training and promotions
REMEMBER!

What motivates you

doesn’t always
motivate your staff.
Balance
All work and no play
makes Jack a grumpy
employee.
Benefits
Money isn’t everything
Insurance
Retirement plan
Incentives
 Communication
It’s not just about what YOU
have to say.
Employees have opinions
too!
Corporate Culture
What’s it like to work for your
company?
Recognition and Rewards
Public
Recognition
Money
Company Awards Programs
Responsibility
Learn to Let Go and
Delegate
Teamwork

Collaborating=Success
Training and Promotions

Training=professional growth
Things That Don’t Motivate

Personal Attacks
Embarrassing
Governing by Fear
Shouldering All Responsibility
Overworking Employees
THANK YOU