Dr. Ahmad S.

Mustafa

Chapter 10 Motivating And Rewarding Employees

Dr. Ahmad S.Mustafa

Motivation
The need
An internal state that makes certain outcomes appear attractive. An unsatisfied need creates tension that stimulate drives within an individual . These drives generate a search behavior to find particular goals , that if attained , will satisfy the need and reduce the tension

Motivation
The managers willingness to exert high levels of effort to reach organizational goals , conditioned by the efforts ability to satisfy some individual need P.313

Dr. Ahmad S.Mustafa

Hierarchy of needs
Selfactualization Esteem Social

Safety

Physiological

Maslows Hierarchy of needs

Dr. Ahmad S.Mustafa

Mcgregors Theory X And Theory Y

Theory X An assumption that employees dislike work , are lazy , seek to avoid responsibility, and must be coerced to work Theory Y An assumption that employees are creative , seek responsibility , and can exercise self-direction.p. 315

Dr. Ahmad S.Mustafa

Herzbergs MotivationHygiene Theory

Hygiene Factors

Motivators Achievement Recognition Work itself Responsibility Advancement Growth Related to job satisfaction

Supervision Company policy Relationship with supervisor Working conditions Salary Relationship with peers Personal life Relationship with subordinate Status Security When it is adequate , may eliminate job dissatisfaction but do not necessarily increase job satisfaction

Dr. Ahmad S.Mustafa

McClellands Three Needs Theory

Three major relevant motives or needs in work situation: 1- Need for achievement The drive to excel , to achieve in relation to a set of standards , to strive to succeed 2-Need for power The need to make others behave in a way that they would not have behaved otherwise 3- Need for affiliation The desire for friendly and close interpersonal relationship

Dr. Ahmad S.Mustafa

Adams Equity Theory

Employees perceive what they get from a job situation ( outcomes ) in relation to what they put into ( inputs ) And then compare their input-outcome ratio with the input-outcome ratios of relevant others . Read p. 318-319

Dr. Ahmad S.Mustafa

Job Design influences motivation

Hackman and Oldhams job description model : the five core job dimensions are : 1- Skill variety: the degree to which the job requires a variety of activities requiring a number of different skills and talents. 2-Task identity : The degree to which the job requires completion of a whole and identifiable piece of work. 3-Task significance : The degree to which the job affect the lives or work of other people. 4- Autonomy : The degree to which the job provides freedom . Independence , and discretion to the individual in scheduling the work and determining its procedures 5- Feedback : The degree to which carrying out the work activities results in obtaining direct and clear information about the effectiveness of his performance

Dr. Ahmad S.Mustafa

Expectancy Theory
The employee tends to act on the basis of the expectation that the act will be followed by a given outcome And the attractiveness of that outcome to him It includes 3 variables of relationships: 1- Effort performance linkage : the probability perceive by the employee that exerting a given amount of effort will lead to performance 2- The performance-reward linkage : The degree to which an individual believes that performing at a particular level will lead to the attainment of a desired outcome 3- Attractiveness : The importance an individual places on the potential outcome or reward that can be achieved on the job . This variable considers the goals and needs of the individual