Motivating and Rewarding Employees (Current motivation issues (Rewards…
Motivating and Rewarding Employees
Current motivation issues
A motivational approach in which an organization's financial statements are shared with all employees
Variable compensation plans that pay employees on the basis of some performance measure
Employee recognition programs
Programs that consist of personal attention and expressions of interest,approval,and appreciation for a job well done
The desire for interesting work seems to be global
Managers motivate unique groups of workers
Motivating contingent workers
Motivating a diverse workforce
Contemporary theories of motivation
Integrating Contemporary Theories of Motivation
Goals Direct Behavior
Valence/Attractiveness of reward
Equity theory relationships
Perceived ratio comparison
3 Referent categories
The "persons" category includes other individuals with similar jobs in the same organization but also includes friends,neighbors,or professional associates
The "self" category refers to inputs-outcomes ratios that are unique to the individual.
The "system" category includes organizational pay policies,procedures,and allocation.
Perceived fairness of the process used to determine the distribution of rewards
Perceived fairness of the amount and allocation of rewards among individuals
The theory that an employee compares his or her job's input-to-outcome ratio with that of relevant others and then corrects any inequity
Job Characteristics Model
Guidelines for Job Redesign
Core job dimension
Open feedback channels
Form natural work units
Expand jobs vertically
Establish client relationships
The proposition that specific goals increase performance and that difficult goals,when accepted,result in higher performance than do easy goals
5 Core job dimensions
3 Other contingencies besides feedback
Early theories of motivation
McClelland's Three-Needs Theory
Need for achievement
nAch has been researched the most
Jobs that offer personal responsibility for finding solutions to problems
Moderately challenging goals
Receiving rapid and unambiguous feedback on their performance in order to tell whether they're improving
The drive to succeed and excel in relation to a set of standards
Need for affiliation
The desire for friendly and close interpersonal relationships
Need for power
The need to make others behave in a way that they would not have behaved otherwise
Herzberg's Two-Factor Theory
To motivate people,use the motivators.
When hygiene factors are adequate,people won't be dissatisfied,but they won't be motivated,either.
Satisfaction vs. Dissatisfaction
Relationship with employees
Relationship with peers
Relationship with supervisor
Herzberg's motivation theory,which proposes that intrinsic factors are related to job satisfaction and motivation,whereas extrinsic factors are associated with job dissatisfaction
McGregor's Theory X and Theory Y
A positive view that assumes employees enjoy work,seek out and accept responsibility,and exercise self-direction.
A negative view of people that assumes workers have little ambition,dislike work,want to avoid responsibility,and need to be closely controlled to work effectively.
Maslow's Hierarchy of Needs Theory
Other physical requirements
Assurance that physical needs will continue to be met
Security and protection from harm
3 Key elements
Energy element is a measure of intensity or drive.
We want employees to persist in putting forth effort to achieve those goals.
Effort that's directed toward,and consistent with,organizational goals is the kind of effort we want from employees.
The process by which a person's efforts are energized,directed,and sustained toward attaining a goal