Site MapHelpFeedbackMotivating Employees: Achieving Superior Performance in the Workplace
Motivating Employees: Achieving Superior Performance in the Workplace


12.1 Motivating for Performance
Motivation is defined as the psychological processes that arouse and direct goal–directed behavior. In a simple model of motivation, people have certain needs that motivate them to perform specific behaviors for which they receive rewards that feed back and satisfy the original need. Rewards are of two types: (1) An extrinsic reward is the payoff, such as money, a person receives from others for performing a particular task. (2) An intrinsic reward is the satisfaction, such as a feeling of accomplishment, that a person receives from performing the particular task itself.
      As a manager, you want to motivate people to do things that will benefit your organization—join it, stay with it, show up for work at it, perform better for it, and do extra for it.
      Four major perspectives on motivation are (1) content, (2) process, (3) job design, and (4) reinforcement.

12.2 Content Perspectives on Employee Motivation
Content perspectives or need-based perspectives emphasize the needs that motivate people. Needs are defined as physiological or psychological deficiencies that arouse behavior. Besides the McGregor Theory X/Theory Y (Chapter 1), need-based perspectives include (1) the hierarchy of needs theory, (2) the ERG theory, (3) the acquired needs theory, and (4) the two-factor theory.
      The hierarchy of needs theory proposes that people are motivated by five levels of need: physiological, safety, love, esteem, and self-actualization needs.
      ERG theory assumes that three basic needs influence behavior—existence, relatedness, and growth.
      The acquired needs theory states that three needs—achievement, affiliation, and power—are major motives determining people's behavior in the workplace.
      The two-factor theory proposes that work satisfaction and dissatisfaction arise from two different factors—work satisfaction from so-called motivating factors, and work dissatisfaction from so-called hygiene factors. Hygiene factors, the lower-level needs, are factors associated with job dissatisfaction—such as salary and working conditions—which affect the environment in which people work. Motivating factors, the higher-level needs, are factors associated with job satisfaction—such as achievement and advancement—which affect the rewards of work performance.

12.3 Process Perspectives on Employee Motivation
Process perspectives are concerned with the thought processes by which people decide how to act. Three process perspectives on motivation are (1) equity theory, (2) expectancy theory, and (3) goal setting theory.
      Equity theory focuses on employee perceptions as to how fairly they think they are being treated compared to others. The key elements in equity theory are inputs, outputs (rewards), and comparisons. (1) With inputs, employees consider what they are putting into the job in time, effort, and so on. (2) With outputs or rewards, employees consider what they think they're getting out of the job in terms of pay, praise, and so on. (3) With comparison, employees compare the ratio of their own outcomes to inputs against the ratio of someone else's outcomes to inputs. Three practical lessons of equity theory are that employee perceptions are what count, employee participation helps, and having an appeal process helps.
      Expectancy theory suggests that people are motivated by how much they want something and how likely they think they are to get it. The three elements affecting motivation are expectancy, instrumentality, and valence. (1) Expectancy is the belief that a particular level of effort will lead to a particular level of performance. (2) Instrumentality is the expectation that successful performance of the task will lead to the outcome desired. (3) Valence is the value, the importance a worker assigns to the possible outcome or reward. When attempting to motivate employees, according to the logic of expectancy theory, managers should ascertain what rewards employees value, what job objectives and performance level they desire, whether there are rewards linked to performance, and whether employees believe managers will deliver the right rewards for the right performance.
      Goal-setting theory suggests that employees can be motivated by goals that are specific and challenging but achievable. In addition, the theory suggests that goals should be set jointly with the employee, be measurable, and have a target date for accomplishment and that employees should receive feedback and rewards.

12.4 Job Design Perspectives on Motivation
Job design is, first, the division of an organization's work among its employees and, second, the application of motivational theories to jobs to increase satisfaction and performance. Two approaches to job design are fitting people to jobs (the traditional approach) and fitting jobs to people.
      Fitting jobs to people assumes people are underutilized and want more variety. Two techniques for this type of job design include (1) job enlargement, increasing the number of tasks in a job to increase variety and motivation, and (2) job enrichment, building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.
      An outgrowth of job enrichment is the job characteristics model, which consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes—the employee's motivation, performance, and satisfaction. The five core job characteristics are (1) skill variety—how many different skills a job requires; (2) task identity—how many different tasks are required to complete the work; (3) task significance—how many other people are affected by the job; (4) autonomy—how much discretion the job allows the worker; and (5) feedback—how much employees find out how well they're doing. These five characteristics affect three critical psychological states: meaningfulness of work, responsibility for results, and knowledge of results. Three major steps to follow when applying the job characteristics model are (1) diagnose the work environment to see if a problem exists, (2) determine whether job redesign is appropriate, and (3) consider how to redesign the job.

12.5 Reinforcement Perspectives on Motivation
Reinforcement theory attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends not to be repeated. Reinforcement is anything that causes a given behavior to be repeated or inhibited.
      There are four types of reinforcement. (1) Positive reinforcement is the use of positive consequences to encourage desirable behavior. (2) Negative reinforcement is the removal of unpleasant consequences followed by a desired behavior. (3) Extinction is the withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future. (4) Punishment is the application of negative consequences to stop or change undesirable behavior.
      In using positive reinforcement to motivate employees, managers should reward only desirable behavior, give rewards as soon as possible, be clear about what behavior is desired, and have different rewards and recognize individual differences. In using punishment, managers should punish only undesirable behavior, give reprimands or disciplinary actions as soon as possible, be clear about what behavior is undesirable, administer punishment in private, and combine punishment and positive reinforcement.

12.6 Using Compensation & Other Rewards to Motivate
Compensation is only one form of motivator. For incentive compensation plans for work, rewards must be linked to performance and be measurable; they must satisfy individual needs; they must be agreed on by manager and employee; and they must be perceived as being equitable, believable, and achievable by employees.
Popular incentive compensation plans are the following. (1) Pay for performance bases pay on one's results. One kind is payment according to piece rate, in which employees are paid according to how much output they produce. Another is the sales commission, in which sales representatives are paid a percentage of the earnings the company made from their sales. (2) Bonuses are cash awards given to employees who achieve specific performance objectives. (3) Profit sharing is the distribution to employees of a percentage of the company's profits. (4) Gainsharing is the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity. (5) Stock options allow certain employees to buy stock at a future date for a discounted price. (6) Pay for knowledge ties employee pay to the number of job-relevant skills or academic degrees they earn.
      There are also nonmonetary ways of compensating employees. Some employees will leave because they feel the need for work-life balance, the need to expand their skills, and the need to matter. To retain such employees, nonmonetary incentives have been introduced, such as the flexible workplace. Other incentives that keep employees from leaving are thoughtfulness by employees' managers, work-life benefits such as daycare, attractive surroundings, skill-building and educational opportunities, and work sabbaticals.

Kinicki Man 6e CNCT LIBOnline Learning Center

Home > Chapter 12