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May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Motivation – the arousal of enthusiasm and
persistence to pursue a course of action
 Forces either intrinsic or extrinsic to a person
that arouse enthusiasm and persistence
 Employee motivation affects productivity
 A manager’s job is to channel motivation
toward the accomplishment of goals

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 4 or in part.
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 If managers understand employees’ needs,
they can design appropriate reward systems
Needs motivate people
Needs translate into an internal drive that
motivates behavior
People have a variety of needs

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 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

Frustration-regression principle: failure to meet a high-order need

may cause a regression to an already satisfied lower-order need

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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 • Need for achievement. The desire to
accomplish something difficult, attain a high
standard of success, master complex tasks, and
surpass others (entrepreneurs)
• Need for affiliation. The desire to form close
personal relationships, avoid conflict, and
establish warm friendships (integrators, Project
Managers)
• Need for power. The desire to influence or
control others, be responsible for others, and
have authority over others (position, CEOs etc.)

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whole or in part.
How people select behavioral actions
Goal-Setting Theory
Equity Theory
Expectancy Theory

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 Increase motivation and enhance
performance by setting goals and
providing timely feedback

 Key components of the theory:

Goal specificity
Goal difficulty
Goal acceptance
Feedback

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 Individual perceptions of fairness
 Inequity occurs when the input-to-outcome
ratios are out of balance
 Perceived inequity can be reduced by:

Changing work effort

Changing outcomes
Changing perception
Leaving the job
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 Motivation depends on individuals’
expectations about their ability to perform
tasks and receive desired rewards
 E → P: determining whether putting effort
into a given task will lead to high
performance
 P → O: determining whether successful
performance of a task will lead to the
desired outcome
 Valence – the value or attraction an
individual has for an outcome
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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Behavior
Reinforcement
Modification
Anything that
Reinforcement
causes a behavior
theory techniques
to be repeated or
used to modify
inhibited
behavior
Law of Effect
Positively reinforced
behavior tends to
be repeated and
unreinforced
behavior inhibited
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 Punishment
Extinction Imposition of
Withholding of a unpleasant
positive reward outcomes on an
employee

Avoidance learning Positive Reinforcement

Removal of an Pleasant and
unpleasant rewarding
consequence once consequences
a behavior is following a desired
improved behavior

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Individual’s motivation can result from the
person’s observations of other people’s
behavior
Vicarious learning – observational learning
from seeing others’ behaviors and getting
rewarded for them
Vicarious learning is all about experiencing
something through observation rather than in
person. It's the act of watching someone else
go through an experience, like reading a book
or hearing stories from your parents.

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  Job Rotation
 Job Enlargement
 Job Enrichment

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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Organizations are using various types of
incentive compensation to motivate
employees to higher levels of performance
 Variable compensation is a key
motivational tool
 Incentive plans can backfire
They should be combined with motivational
ideas and intrinsic rewards and meeting
higher-level needs
 Incentives should reward the desired
behavior
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 Employees receive information about
company performance
 Employees have knowledge and skills to
contribute to company goals
 Employees have the power to make
substance decisions
 Employees are rewarded based on
company performance

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© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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