Designing Appropriate Rewards Programs
• Open-book management • Employee recognition programs
Pay-foபைடு நூலகம்-Performance
Low-Cost Rewards Program
• Clarify role in organization • Keep communication open • Show individual company cares
Internal rewards are obtained when an employee learns that he or she personally has performed well on a task he or she cares about.
Exhibit 10-6 Guidelines for Job Redesign
• Compare and contrast contemporary theories of motivation.
Exhibit 10-4 Goal-Setting Theory
Influences on Job Performance
• Feedback • Goal commitment • Adequate self-efficacy • National culture
Fundamentals of Management
Tenth Edition
Chapter 10 Motivating and
Rewarding Employees
Learning Objectives
10.1 Define and explain motivation. 10.2 Compare and contrast early theories of motivation. 10.3 Compare and contrast contemporary theories of
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 465. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.
McClelland’s Three-Needs Theory
Three acquired needs are work motives: 1. Need for achievement 2. Need for power 3. Need for affiliation
Learning Objectives 10.3
McGregor’s Theory X and Theory Y
Theory X • Little ambition • Dislike work • Avoid responsibility • Must be closely
controlled
Theory Y • Enjoy work • Seek and accept
Current Issues
Country Culture and Motivation
Managers can’t assume that motivational programs that work in one geographic location are going to work in others.
Cross-Cultural Differences
The desire for interesting work seems to be global.
Unique Groups of Workers
Motivating:
• Diverse employees • Professionals • Contingent workers
Inputs A
Inputs B
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Employee’s Assessment Inequity (underrewarded)
Equity
outcOoumtceosmAyeosvAer InpOuutstcAoymgeresaBter than
Exhibit 10-5 Job Characteristics Model
Source: Reprinted by permission from Judith D. Hackman (w/o) J. Richard Hackman.
Job Design and Motivation
Yes – You can design jobs that motivate!
outcomes B over Inputs B
Inputs A
Inputs B
Inequity (overrewarded)
*Person A is the employee, and Person B is a relevant other or referent.
Exhibit 10-8 Expectancy Theory
Integrating Motivation Theories
Exhibit 10-9 Integrating Contemporary Theories of Motivation
A Closer Look at the Model
Learning Objectives 10.4
• Discuss current issues in motivating employees.
Source: Reprinted by permission from Judith D. Hackman (w/o) J. Richard Hackman.
Exhibit 10-7 Equity Theory Relationships
Perceived Ratio Comparison*
oouuttccOooummtceeoss mAByeoosvveAerrInInppOuutuststBcAoymleesss Bthan
motivation. 10.4 Discuss current issues in motivating employees.
Learning Objectives 10.1
• Define and explain motivation.
What Is Motivation?
• Energy • Direction • Persistence
responsibility • Exercise self-direction
Exhibit 10-2 Herzberg’s Two-Factor Theory
Satisfaction vs. Dissatisfaction
Exhibit 10-3 Contrasting Views of Satisfaction and Dissatisfaction
Learning Objectives 10.2
• Compare and contrast early theories of motivation.
Exhibit 10-1 Maslow’s Hierarchy of Needs
Source: Maslow, Abraham H.; Frager, Robert D; Fadiman, James, Motivation and Personality, 3rd ed., ©1987. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.