Kinicki_2024Release_PPT_Ch12_ACCESS.pptx

management principles

1. CHAPTER 12 MOTIVATING EMPLOYEES Achieving Superior Performance in the Workplace Kapook2981/iStock/Getty Images Access the text alternative for slide images. © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

2. LEARNING OBJECTIVES 12-1 Explain the role of motivation in accomplishing goals. 12-2 Identify the needs that motivate most employees. 12-3 Discuss similarities and differences among three process theories. 12-4 Compare and contrast four different ways to design jobs. 12-5 Discuss how to use four types of behavior modification. 12-6 Discuss the role of compensation in motivating employees. 12-7 Describe how to develop the career readiness competency of self-motivation 2

3. Managing for Motivation: Building Your Own Motivation Reframe your reason. Be realistic. Set interim goals. Celebrate ongoing achievements. Hold yourself accountable. Envision success. Celebrate and document your accomplishments 3

4. Motivating for Performance L͏O 12-1 Motivation: What It Is, Why It’s Important The Four Major Perspectives on Motivation: An Overview 4

5. MOTIVATION: WHAT IT IS, WHY IT’S IMPORTANT  1 Motivation The psychological processes that arouse and direct goal-directed behavior. FIGURE 12.1 Access the text alternative for slide images. 5

6. MOTIVATION: WHAT IT IS, WHY IT’S IMPORTANT  2 Extrinsic rewards Payoff a person receives from others for performing a particular task. Intrinsic rewards Satisfaction a person receives from performing the particular task itself. FIGURE 12.2 Access the text alternative for slide images. 6

7. WHY IS MOTIVATION IMPORTANT? You want to motivate people to: Join your organization. Stay with your organization. Show up for work at your organization. Be engaged while at your organization. Put forth extra effort for your organization. Intrinsic reward: A sense of pride that comes with being a positive role model for so many admiring children. Jason Kempin /Getty Images 7

8. SELF-ASSESSMENT 12.1 Are You More Interested in Extrinsic or Intrinsic Rewards? Insert your class results 8

9. The Four Major Perspectives ON MOTIVATION: AN OVERVIEW The following content is arranged like a table. Table divided into 4 columns. The column headers are marked as: Content theories, Process theories, Job Design theories and Reinforcement theory. Row 5 of Column 2 and Rows 2 to 5 of Column 4 are blank. Content theories Process theories Job Design theories Reinforcement theory Maslow’s Hierarchy of Needs Equity and Justice Theory Scientific Management Theory McClelland’s Acquired Needs Theory Expectancy Theory Job Enlargement/Job Enrichment Deci and Ryan’s Self-Determination Theory Goal-Setting Theory Job Characteristics Model Herzberg’s Two-Factor Theory Relational Job Design No single theory accepted by everyone as to what motivates people. 9

10. Content Perspectives on Employee Motivation L͏O 12-2 Maslow’s Hierarchy of Needs Theory McClelland’s Acquired Needs Theory Deci and Ryan’s Self-Determination Theory Herzberg’s Two-Factor Theory 10

11. CONTENT PERSPECTIVES ON EMPLOYEE   MOTIVATION Content perspectives: Theories that emphasize the needs that motivate people. Needs: Physiological or psychological deficiencies that arouse behavior. Content theorists ask, “What kind of needs motivate employees in the workplace?” 11

12. MASLOW’S HIERARCHY OF NEEDS THEORY: FIVE LEVELS FIGURE 12.3 Maslow’s hierarchy of needs Access the text alternative for slide images. 12

13. MCCLELLAND’S ACQUIRED NEEDS THEORY Acquired Needs Theory: Three needs are major motives determining people’s behavior in the workplace: Achievement : “ I need to excel at tasks.” Affiliation: “I need close relationships.” Power: “I need to control others.” FIGURE 12.4 Access the text alternative for slide images. 13

14. SELF-ASSESSMENT 12.2 Assessing Your Acquired Needs Insert class results here. 14

15. DECI AND RYAN’S SELF-DETERMINATION THEORY Self-Determination Theory: Assumes people are driven to try to grow and attain fulfillment, with their behavior and well-being: Competence —“I want to feel a sense of mastery.” Autonomy —“I want to feel independent and able to influence my environment.”  Relatedness —“I want to feel connected to other people.” 15

16. SELF-ASSESSMENT 12.3 Assessing Your Needs for Self-Determination Insert class results here. 16

17. HERZBERG’S TWO-FACTOR THEORY Two-Factor Theory: Proposed that work satisfaction and dissatisfaction arise from two different factors. Hygiene factors : “Why are my people dissatisfied?” Motivating factors :  “What will make my people satisfied? matsabe /Shutterstock 17

18. HERZBERG’S TWO-FACTOR THEORY: SATISFACTION VERSUS DISSATISFACTION FIGURE 12.5 Access the text alternative for slide images. 18

19. A COMPARISON OF THE CONTENT THEORIES A comparison of needs and satisfaction theories: Maslow's hierarchy of needs, McClelland's acquired needs, Deci and Ryan's self-determination, and Herzberg's two-factor FIGURE 12. 6 Access the text alternative for slide images. 19

20. Process Perspectives L͏O 12-3 Equity/Justice Theory Expectancy Theory Goal-Setting Theory 20

21. PROCESS PERSPECTIVES ON EMPLOYEE MOTIVATION Process perspectives: Concerned with the thought processes by which people decide how to act. How employees choose behavior to meet their needs. 21

22. EQUITY THEORY A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. Orlando Rosu /123RF 22

23. EQUITY/JUSTICE THEORY: HOW FAIRLY DO YOU THINK YOU’RE BEING TREATED IN RELATION TO OTHERS? FIGURE 12.7 Access the text alternative for slide images. 23

24. SOME WAYS EMPLOYEES TRY TO REDUCE INEQUITY The following content is arranged like a table. Table has single column and six rows. How employees may try to reduce inequity: Reduce their inputs: I’m just going to do the minimum required. Try to change the outcomes or rewards they receive: I’m just going to do the minimum required . Cognitively distort the inequity: This person deserves higher pay because they have more education and experience then me. Change the comparison group: I should not compare myself to Rachel because she is a manager, and I am not. Leave the situation: I’m outta here! 24

25. THE ELEMENTS OF JUSTICE THEORY Distributive justice: “How fairly are rewards being given out?” Procedural justice: “How fair is the process for handing out rewards?” Interactional justice: “How fairly am I being treated when rewards are given out?” 25

26. FIVE PRACTICAL LESSONS FROM EQUITY AND JUSTICE THEORIES Employee perceptions are what count. Employees want a voice in decisions that affect them. Employees should be given an appeals process . Leader behavior matters . A climate for justice makes a difference. Nordstrom employees, like those in this Manhattan, NY department store, use their best judgment to delight customers, build long-term relationships with them, and make them feel good every time they visit rblfmr /Shutterstock 26

27. SELF-ASSESSMENT 12.4 Measuring Perceived Fair Interpersonal Treatment Insert class results here. 27

28. Application-Based Activity Expectancy Theory: Aloha Motivation! 28

29. EXPECTANCY THEORY Expectancy Theory: Helps us predict how much effort an employee will exert in a given situation: Elements: ͏ Expectancy : “Will I Be Able to Perform at the Desired Level on a Task?” ͏ Instrumentality : “What Outcome Will I Receive if I Perform at This Level?” ͏ Valence : “How Much Do I Want the Outcome?” Mopic/Shutterstock 29

30. EXPECTANCY THEORY: HOW MUCH DO YOU WANT AND HOW LIKELY ARE YOU TO GET IT? FIGURE 12.8 Access the text alternative for slide images. 30

31. GOAL-SETTING THEORY 1 Goal-setting theory Suggests that employees can be motivated by goals that are specific and challenging but achievable. Four motivational mechanisms Directs attention. Regulates effort. Increases persistence. Fosters use of strategies and action plans. 31

32. GOAL-SETTING THEORY 2 Practical considerations of goal-setting theory: Goals should be specific. Certain conditions are necessary for goal-setting to work. Goals should be linked to action plans. Performance feedback and participation in deciding how to achieve goals. Like aiming for the center of the bullseye, specific and difficult goals motivate people to focus their effort and try harder to achieve the objective mikheewnik/Getty Images 32

33. STRETCH GOALS Stretch Goals Goals beyond what they expect to achieve. Rationale for developing stretch goals Forcing people out of their comfort zones to achieve more. Building employees' confidence when they succeed. Insulating the company against future setbacks. Accepting the challenge of higher performance standards. Possible drawbacks Can demotivate employees because they set aims that seem unattainable. Can encourage unethical behavior as employees try to reach the goals in whatever way possible. Can lead companies to take unnecessary risks. 33

34. Job Design Perspectives on Motivation 1 L͏O 12-4 Fitting People to Jobs Fitting Jobs to People Job Characteristics Model Relational Job Design 34

35. JOB DESIGN PERSPECTIVES ON MOTIVATION 2 Job design Division of an organization’s work among its employees. The application of motivational theories to jobs to increase satisfaction and performance. Two techniques: Fitting people to jobs (scientific management). Fitting jobs to people ( enlargement or enrichment ) . 35

36. JOB CHARACTERISTICS MODEL FIGURE 12.9 Access the text alternative for slide images. Source: Hackman, Richard J. and Greg R. Oldham. “Work Redesign.” The Academy of Management Review 6, no. 4 (October 1981): 687–689. https://www.jstor.org/ stable/257655?seq=1. 36

37. RELATIONAL JOB DESIGN Relational job design focuses on designing the relational aspects of work to increase employees’ prosocial motivations , or the desire to benefit others.  Benefits of prosocial motivation: Social capital. Working harder. Working smarter. Working together. Working safe. 37

38.   PROSOCIAL MOTIVATION’S IMPACT ON EMPLOYEE OUTCOMES Access the text alternative for slide images. Source: From Liao, H., R. Su, T. Ptashnik , and J. Nielsen. “Feeling Good, Doing Good, and Getting Ahead: A Meta-Analytic Investigation of the Outcomes of Prosocial Motivation at Work.” Psychological Bulletin 148 (2022): 158–198. 38

39. Reinforcement Perspectives on Motivation 1 L O 12-5 The Four Types of Behavior Modification Using Behavior Modification to Motivate Employees 39

40. REINFORCEMENT PERSPECTIVES ON MOTIVATION 2 Reinforcement Theory: Suggests that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated. Pioneered by B.F. Skinner ( operant conditioning ) and Edward Thorndike ( law of effect ). The use of reinforcement theory to change human behavior is called behavior modification. Positive Negative Extinction Punishment 40

41. FOUR TYPES OF BEHAVIOR MODIFICATION Positive reinforcement: Use of positive consequences to strengthen a particular behavior. Negative reinforcement: Strengthening a behavior by withdrawing something negative. Extinction: Weakening behavior by ignoring it or making sure it is not reinforced. Punishment: Weakening behavior by presenting something negative or withdrawing something positive. Ingram Publishing/Age Fotostock 41

42. THE FOUR TYPES OF BEHAVIOR MODIFICATION These are different ways of changing employee behavior. FIGURE 12.11 Access the text alternative for slide images. 42

43. Using Rewards to Motivate: In Search of the Positive Work Environment L͏O 12-6 Is Money the Best Motivator? Motivation and Compensation Nonmonetary Ways of Motivating Employees 43

44. IS MONEY THE BEST MOTIVATOR? Money still motivates, but it's not the only thing or even the most important thing. Many workers rate having positive relationships at work, flexibility, and career growth opportunities as more important than salary. A meta-analysis of 61 studies and over 18,000 respondents reveals pay is only minimally related with job satisfaction. 44

45. USING COMPENSATION, NONMONETARY INCENTIVES, AND OTHER REWARDS TO MOTIVATE Compensation: Monetary rewards. Nonmonetary incentives : Work–life balance. Ability to expand skills. Positive work environment. Finding meaning in work. Access the text alternative for slide images. stoatphoto /Shutterstock 45

46. POPULAR INCENTIVE COMPENSATION PLANS Pay for performance. Piece rate. Sales commission. Bonuses. Profit-sharing. Gainsharing. Stock options. Pay for knowledge. tassel78/Shutterstock 46

47. NONMONETARY WAYS OF MOTIVATING EMPLOYEES Work–life Balance Personal Growth Positive Work Environment Meaningful Work Kindergarten teachers find their jobs especially meaningful as they build relationships with the children they teach and lay the foundation for a lifetime love of learning. Weedezign /iStock/Getty Images 47

48. Clearing Motivation for Takeoff Manager’s Hot Seat 48

49. Career Corner: Managing Your Career Readiness L͏O 12-7 The Self-Management Process Recharging sirtravelalot /Shutterstock 49

50. CAREER CORNER: MODEL OF CAREER READINESS FIGURE 12.12 Model of career readiness Access the text alternative for slide images. ©2018 Kinicki & Associates, Inc. 50

51. The Self-Management Process 51

52. Recharging Figure Out What Recharging Means to You Include Mental and Physical Relaxation Accept Kindness 52

53. End of Main Content © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.