Chapter 17

MANAGEMENT
RICHARD L. DAFT
Motivating Employees
CHAPTER 17
chapter15 Learning Outcomes
• Define motivation and explain the difference between current
approaches and traditional approaches to motivation.
• Identify and describe content theories of motivation based on
employee needs.
• Identify and explain process theories of motivation.
• Describe reinforcement theory and how it can be used to motivate
employees.
• Discuss major approaches to job design and how job design
influences motivation.
• Explain how empowerment heightens employee motivation.
• Describe ways that managers can create a sense of meaning and
importance for employees at work.
3
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
Are You Engaged or
chapter15
Disengaged?
• Employee Engagement
– Most people begin new jobs with energy and
enthusiasm
– Employees can lose their drive
• Motivated and engaged employees contribute to

organizational success
• But motivation is a challenge for managers….
4
chapter15 Concept of Motivation
Arousal, direction, and persistence of behavior
Employee motivation affects productivity.
A manager’s job is to channel motivation.
5
chapter15 Two Types of Rewards
Intrinsic rewards--satisfactions a person

receives in the process of performing a particular
action.
Extrinsic rewards--given by another person.
6
A Simple Model
chapter15
of Motivation
• Motivation can lead to behaviors that reflect high performance

within organizations.
• High employee motivation is related to high organizational

performance and profits.
7
Content Perspectives
chapter15
on Motivation
These theories emphasize the needs that motivate people.
• Hierarchy of Needs Theory

• ERG Theory
• Two-Factor Theory
• Acquired Needs Theory
8
Maslow’s Hierarchy
chapter15
of Needs
According to Maslow’s Theory, low-order needs take priority—they must

be satisfied before higher-order needs are activated.
9
Maslow’s Hierarchy
chapter15
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
10
chapter15 ERG Theory
• ERG is a simplification of Maslow.

• Three categories of needs:
– Existence needs. The needs for physical
well-being.
– Relatedness needs. The needs for
satisfactory relationships with others.
– Growth needs. The needs that focus on the
development of human potential and the
desire for personal growth.
11
Two-Factor
chapter15 Motivation Theory
12
chapter15 Acquired Needs Theory
• 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.
13
Process Perspectives
chapter15
on Motivation
These theories explain how people select behavioral
actions to meet their needs.
• Goal-Setting Theory
• Equity Theory
• Expectancy Theory
14
chapter15 Goal-Setting
• Specific, challenging targets significantly
enhance people’s motivation and
performance.
• Managers can improve performance by
setting specific goals.
• Goal-setting theory requires:
– Specific Goals
– Difficult Goals
– Acceptance
– Feedback
15
chapter15 Equity Theory
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
16
Methods for Reducing
chapter15
Perceived Inequities
• Change Work Efforts
• Change Outcomes
• Change Perceptions
• Leave the Job
Employees evaluate the perceived equity of their

rewards compared to others’.
17
chapter15 Expectancy Theory
Motivation depends on individuals’

expectations about their ability to
perform tasks and receive desired
rewards
Focuses on the thinking process

that individuals use to achieve
rewards
Based on the effort, performance,

and desirability of outcomes 18
Major Elements of
chapter15
Expectancy Theory
Valence – the value or attraction an individual has for an outcome

19
Reinforcement Perspective
chapter15
on Motivation
20
Job Design for
chapter15
Motivation
Job Design - application of motivational
theories to the structure of work
21
Job Design for
chapter15
Motivation
Job Simplification - improve task efficiency
by reducing the number of tasks
Job Rotation - moving employees from one
job to another to provide them with variety and
stimulation
Job Enlargement - combining a series of
tasks into one new, broader job to give
employees variety and challenge
22
Job Design for
chapter15
Motivation
Job Enrichment - incorporating

achievement, recognition, and other high-
level motivators into the work
Work redesign – altering jobs to increase
both the quality of employee’s work
experience and their productivity
23
Job Characteristics
chapter15
Model
24
Innovative Ideas
chapter15
for Motivating
25
Empowering People
chapter15
to Meet Higher Needs
 Information - Employees receive
information about company performance
 Knowledge - Employees have knowledge

and skills to contribute to company goals
 Power - Employees have the power to

make substantive decisions
 Rewards - Employees are rewarded based

on the company performance 26
A Continuum of
chapter15
Empowerment
27
Giving Meaning to Work
chapter15
Through Engagement
There is growing
recognition that it is
the behavior of
managers that makes
the biggest difference
in whether people feel
engaged at work.
28

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MANAGEMENT

– Employees can lose their drive

• Motivated and engaged employees contribute to

• But motivation is a challenge for managers….

Arousal, direction, and persistence of behavior

Employee motivation affects productivity.

A manager’s job is to channel motivation.

Intrinsic rewards--satisfactions a person

Extrinsic rewards--given by another person.

• Motivation can lead to behaviors that reflect high performance

• High employee motivation is related to high organizational

• Hierarchy of Needs Theory

According to Maslow’s Theory, low-order needs take priority—they must

There are opportunities for fulfillment off

• ERG is a simplification of Maslow.

• Need for Achievement. desire to accomplish

Focuses on individuals’ perceptions

Motivated to seek social equity in the

Employees evaluate the perceived equity of their

Motivation depends on individuals’

Focuses on the thinking process

Based on the effort, performance,

Valence – the value or attraction an individual has for an outcome

Job Enrichment - incorporating

 Knowledge - Employees have knowledge

 Power - Employees have the power to

 Rewards - Employees are rewarded based

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