Chapter 10 Motivating and Rewarding Employees

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.1

Learning Outcomes

Describe the motivation process Define needs Explain the hierarchy or needs theory Differentiate Theory X and Theory Y Describe the motivational implications of equity theory (continued)

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.2

Learning Outcomes (continued)

Explain the key relationships in expectancy theory Describe how managers can design individual jobs to maximize employee performance Describe the effect of workforce diversity on motivational practices Describe how entrepreneurs motivate their employees
FOM 10.3

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

Motivation and Individual Needs

Willingness High level of effort Satisfaction of individual need

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.4

The Motivation Process (Exhibit 10-1)

Unsatisfied Need

Search Behaviour Reduction of Tension Satisfied Need

Tension

Drives

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.5

Maslows Hierarchy of Needs

Self Esteem Social Safety Physiological

Source: Motivation and Personality, Second Edition, by A. H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, New Jersey.

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.6

Little Ambition

Theory X Employees

Dislike Work Avoid Responsibility Self-Directed

Theory Y Employees

Enjoy Work Accept Responsibility

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.7

The ThreeNeeds Theory

Achievement (aAch) Affiliation (nAff)

Power (nPow)

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.8

Equity Theory
Perceived Ratio Comparison*
Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A
*

Employees Assessment
Inequity (Under-Rewarded) Equity Inequity (Over-Rewarded)

< = >

Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B

Where A is the employee, and B is a relevant other or referent.

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.9

Skill Variety Task Identity

JOB DESIGN INFLUENCES MOTIVATION

Task Significance Autonomy Feedback

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.10

Expectancy Theory
Individual Effort 1 Individual Performance 2 Organizational Rewards 3

1. Effort-performance relationship 2. Performance-rewards relationship 3. Attractiveness relationship

Individual Goals

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.11

Motivating a Diverse Workforce

Flexibility

Not everyone sees their job the same way- what motivates me may not motivate you

Recognize differences

People are Different

Accommodate

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

Cultural Differences

FOM 10.12

Pay-for-Performance

Piece rate Gainsharing Wage-incentive Profit-sharing Bonuses

FOM 10.13

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

Competency-Based Compensation

Skills Knowledge Abilities Behaviour

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

I.e. leadership, decision making, problem solving, etc

FOM 10.14

Motivating Minimum-Wage Employees

Employee recognition Praise Empowerment

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.15

Motivating Professional and Technical Employees

New assignments Challenges Autonomy Training and educational opportunities Recognition Simplify non-work life
FOM 10.16

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

Flexible Work Options

Compressed work week Flex-time Job sharing Telecommuting

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.17

Additional Suggestions for Motivating Employees

X X X X

Recognize individuals Match people to jobs Use goals Make goals attainable

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.18

Further Suggestions for Motivating Employees

X X X X

Individualize rewards Link rewards to performance Check the system for equity Dont ignore money

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.19

Entrepreneurs and Motivation

Motivation for entrepreneurs is critical Employee empowerment is key motivational tool

Gradual process Delegation Job redesign

Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.

FOM 10.20