BOM chapter 16 edited by duyen nguyen

CHAPTER 16
Motivating Employees
Edited by Duyen Nguyen – Lecturer at VNUIS


CRITICAL THINKING
Question 2
Do you like being a
freelancer? Why?

autonomy: tự chủ

Question 3
Some people live to
work, and others work to
live. How about you?

Question 4

Question 5

What are the elements
that make a job
worthwhile?

Are you a
procrastinator ?

người hay chần chừ

Question 1

Question 6

Do you like to have 9to-5 job? Why?

What motivates you
in life ?


What motivates you in life ??
Things and people that keep you motivated

Family

Family - 98%

Job - 59%

Friends - 78%

Success - 56%

Peers - 19%

????

Job

Friends

Success

Peers

0

25

50

75

100



How would you generally feel, happy or unhappy , if
you were in the following situations?


How would you generally feel, happy or unhappy , if
you were in the following situations?
hoa hồng

cơng đồn

ép từ chức

tiềm năng
thiếu động lực và

sáng kiến


OUTLINE
I. The Concept of Motivation
II. Content Perspectives on Motivation: Hierarchy of Needs Theory;
ERG Theory; Two-Factor Theory; Acquired Needs
III. Process Perspectives on Motivation: Goal-Setting Theory; Equity
Theory; Expectancy Theory;
IV. Reinforcement Perspective on Motivation: Reinforcement Tools;
Schedules of Reinforcement
V. Social Learning Theory
VI. Job Design for Motivation: Job Simplification; Job Rotation; Job
Enlargement; Job Enrichment; Job Characteristics Model
VII. Innovative Ideas for Motivating: Empowering People to Meet
Higher Needs; Giving Meaning to Work through Engagement


Learning Objectives
Define motivation and explain
the difference between
intrinsic and extrinsic rewards.

Describe reinforcement
theory and how it can be
used to motivate
employees.

Identify and describe content
theories of motivation based

on employee needs.

Discuss major approaches
to job design and how job
design influences motivation

Identify and explain process
theories of motivation

Explain how empowerment
heightens employee
motivation.

Identify three elements of employee engagement and ways to create a
work environment that promotes engagement.


MOTIVATION
Is the arousal of enthusiasm and persistence to pursue a certain course of action

One secret for success in
organizations is motivated
and enthusiastic
employees

Employee motivation
affects productivity

The challenge is to keep
employee motivation

consistent with
organizational goals

Part of a manager’s job is to
channel motivation toward the
accomplishment of
organizational goals


I. Two Types of Rewards
Two types of motivation
Motivation

Description

Example
Money

Extrinsic

Satisfactions a person
receives in the process of
performing a particular action

Praise
Awards
Joy

Intrinsic

Given by another person

Belief
Achievement


I. A Simple Model of Motivation

REWARDS-Satisfy
NEED-Creates desire to fulfill BEHAVIORResults in actions needs; intrinsic or
needs (food, friendship,
to fulfill needs.
extrinsic rewards.
recognition, achievement).

FEEDBACK-Reward informs person whether behavior was appropriate
and should be used again.



Motivation theories
Content theories
•Stress the analysis of underlying human needs and how
needs can be satisfied in the workplace
Process theories
•Concern the thought processes that influence behavior
Reinforcement theories and social learning
• Focus on employee learning of desired work behaviors

II. Content Theories of Motivation
Emphasize the needs that motivate people

vHierarchy of Needs Theory: Maslow
v ERG Theory: Clayton Alderfer
v Two-Factor Theory: Henry Herzberg
v Acquired Needs Theory: David McClelland


II. Content Theories of Motivation
Maslow’s hierarchy of needs
Self-actualization

Development needs

Esteem

Respect, recognition

Belonging

Friendship, caring

Safety

Security, stability,
health

Physiological

Food, sleep, air, water


Maslow’s Hierarchy of Needs


Maslow’s Hierarchy of Needs
• Once a need is satisfied, it declines in
importance and the next higher need is activated
• There are opportunities for fulfillment off the job
and on the job in each of the five levels of needs


ERG theory (Clayton Alderfer)
• ERG theory: A modification of needs hierarchy theory that
proposes three categories of needs: existence, relatedness, and
growth

• Frustration-regression principle: The idea that
failure to meet a high-order need may cause a regression to an
already satisfied lower-order need.


ERG theory
Growth Needs
human potential,
personal growth, and increased
competence

Relatedness Needs

the need for satisfactory relationships
with others

Existence Needs
the needs for physical well-being


Area of Satisfaction

Motivators
Achievement
Recognition
Responsibility
Work itself
Personal growth

Motivators
influence
level of
satisfaction.

Area of Dissatisfaction

Hygiene
Factors
Working conditions
Pay and security
Company policies
Supervisors
Interpersonal

relationships

Hygiene factors
influence level of
dissatisfaction

Two Factor Motivation
Theory
( Henry Herzberg)


Acquired Needs Theory
David McClelland

• Need for Achievement desire to accomplish something
difficult, master complex tasks, and surpass others
• Need for Affiliation desire to form close personal
relationships, avoid conflict, and establish warm
friendships
• Need for Power desire to influence or control others


III. Process Theories of Motivation

vGoal-Setting Theory: Edwin Locke & Gary Latham
vEquity Theory: Stacy Adams
vExpectancy Theory: Victor Vroom


Goal Setting Theory

A motivation theory in which specific
challenging goals increase motivation and
performance when the goals are accepted
by subordinates and these subordinates
receive feedback to indicate their
progress toward goal achievement.
●


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11/29/22

Key components of goalsetting theory
ü

Goal specificity: concrete & unambiguous goals

ü

Goal difficulty: with challenges

ü

Goal acceptance: commitment, acceptance,
participation

ü

Feedback: information about the individual’s
work, about goal achievement

25
11/29/22

Equity Theory
ü

ü

ü

focuses on individuals’ perceptions of how fairly they are
treated compared with others
motivated to seek social equity in the rewards they expect for
performance
A state of equity exists whenever the ratio of one person’s
outcomes to inputs equals the ratio of another’s outcomes to
inputs