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Organizational Behavior: Solutions for Management
Paul D. Sweeney, University of Central Florida
Dean B. McFarlin, University of Dayton
Motivating Employees to do Their Best

Chapter Objectives


1

Motivation involves triggering employee needs in a way that will arouse effort and direct behavior. Content theories of motivation identify the needs that employees might seek. Process theories, on the other hand, explain the process by which behavior is aroused and then directed. All motivation theories are culture-bound to some degree.

2

Maslow’s hierarchy of needs is a content theory that argues that employees are motivated by five basic needs. These needs are triggered hierarchically; starting with basic physiological needs and working up to growth needs like self-actualization.

3

Herzberg’s two-factor theory is another content-oriented approach. It claims that hygiene factors (e.g. pay, working conditions) cause dissatisfaction, whereas motivating factors (e.g., challenge, responsibility) cause satisfaction. Despite its limitations, the theory’s proscriptive emphasis is appealing to managers.

4

Equity theory states that motivation is a function of comparison we make with others. Specifically, this involves comparing pairs of input-outcome ratios. If the ratios are in balance, employees are motivated to maintain the status quo. If not employees are motivated to reduce the inequity somehow (e.g., change inputs, outcomes, or comparisons). Fairness concerns cut across many motivation issues facing firms today.

5

Reinforcement theory states that by using consequences, desirable behaviors can be strengthened and undesirable behaviors eliminated. Basically, managers have four options to choose from: positive reinforcement, negative reinforcement, extinction, and/or punishment. Positive reinforcement is generally the most desirable option and a variety of partial reinforcement strategies are available for implementation purposes.

6

Goals can be very useful in stimulating and guiding behavior. However, managers must determine the goal attributes (e.g., clarity, difficulty), the goal-setting process (e.g. assigned, participative), and the type of reward (e.g., intrinsic or extrinsic) that will work best to produce goal commitment and motivated behavior for their subordinates. Stretch goals can be extremely motivating, but they usually require employee participation and supportive managers who are willing to provide the resources and latitude needed.

7

Expectancy theory states that our assessment of expectancy (Does effort lead to performance?), instrumentality (Does performance lead to rewards?), and valence (Are the available rewards considered valuable?) must be high for motivation to be high. If any one of these three decision factors is zero, then motivation will be zero.




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