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How do you motivate employees?http://www.youtube.com/watch?v=GKQzjUar_LI

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Intrinsic extrinsic Come from a

person’s internal desire to do something due to things such as interest, challenge, and personal satisfaction

Come from outside the person and include such things as pay, bonuses, and other tangible rewards

3

Self-

Actualization

Esteem

Social

Safety

Physiological

15-4

Three acquired (not innate) needs—achievement, power, and affiliation— are major motivators in work.

Need for Achievement (nAch) The drive to succeed and excel in relation to a set of standards. Need for Power (nPow) The need to make others behave in a way that they would not have behaved otherwise. Need for Affiliation (nAff) The desire for friendly and close interpersonal relationships.

15-5

••••••

AchievementRecognitionWork ItselfResponsibilityAdvancementGrowth

Motivators Hygiene Factors

•••

•••••

••

SupervisionCompany PolicyRelationship withSupervisorWorking ConditionsSalary

Relationship with PeersPersonal LifeRelationship withSubordinatesStatusSecurity

Extremely Satisfied Extremely DissatisfiedNeutral

15-6

Proposes that employees perceive what they

get from a job situation (outcomes) in relation

to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.

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Person 1

Inequity, under-rewarded

Equity

Inequity, over-rewarded

Ratio of Output to Input Person 1’ s Perception

Person 2

Person 1

Person 2

Person 1

Person 2

15-8

An overall perception of what is fair in the workplace, composed of:

DISTRIBUTIVE JUSTICE:The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what?).

PROCEDURAL JUSTICE: The perceived fairness of the process used to determine the distribution of rewards.

INTERACTIONAL JUSTICE: An individual’s perception of the degree to which s/he is treated with dignity, concern and respect.

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• Expectancy (effort-performance linkage)

The perceived probability that an individual’s effort will result in a certain level of performance.

• Instrumentality (performance-outcome linkage)

The perception that a particular level of performance will result in attaining a desired outcome (reward).

• Valence The attractiveness/importance of the

performance reward (outcome) to the individual.

15-10

C

B

IndividualEffort

IndividualPerformance

OrganizationalRewards

IndividualGoals

A

A

B C

= Effort-performance linkage: E->P

= Performance-reward linkage: P->O

= Attractiveness of reward: Value (O)

15-11

Prob (E ->P) x ∑ ( Prob (P->O) x Value (O) )

E = EffortP = PerformanceO = ALL the outcomes associated with the performance, positive and negative.

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