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    Business LECTURE 10

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    Nazar Welkakayew
    This document provides an overview of theories and models of employee motivation. It defines motivation and outlines classical theories including those proposed by Taylor, the Hawthorne studies, Maslow, Herzberg, and McClelland. Contemporary models discussed include expectancy theory, equity theory, goal-setting theory, the job characteristics model, and reinforcement theory. The document aims to explain what motivates employee performance and how managers can apply different motivational strategies.

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    Business LECTURE 10

    Uploaded by

    Nazar Welkakayew
    5 views28 pages
    This document provides an overview of theories and models of employee motivation. It defines motivation and outlines classical theories including those proposed by Taylor, the Hawthorne studies, Maslow, Herzberg, and McClelland. Contemporary models discussed include expectancy theory, equity theory, goal-setting theory, the job characteristics model, and reinforcement theory. The document aims to explain what motivates employee performance and how managers can apply different motivational strategies.

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    This document provides an overview of theories and models of employee motivation. It defines motivation and outlines classical theories including those proposed by Taylor, the Hawthorne studies, Maslow, Herzberg, and McClelland. Contemporary models discussed include expectancy theory, equity theory, goal-setting theory, the job characteristics model, and reinforcement theory. The document aims to explain what motivates employee performance and how managers can apply different motivational strategies.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    5 views28 pages

    Business LECTURE 10

    Uploaded by

    Nazar Welkakayew
    This document provides an overview of theories and models of employee motivation. It defines motivation and outlines classical theories including those proposed by Taylor, the Hawthorne studies, Maslow, Herzberg, and McClelland. Contemporary models discussed include expectancy theory, equity theory, goal-setting theory, the job characteristics model, and reinforcement theory. The document aims to explain what motivates employee performance and how managers can apply different motivational strategies.

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    Employee Motivation

    Introduction to Business
    Lecture 10

    Source: Business in Action by Courtland L. Bovee & John V. Thill


    Learning Objectives
    • Define motivation, and identify the classical
    motivation theories.
    • Explain why many consider expectancy theory
    to be the best current explanation of employee
    motivation.
    • Identify the strengths and weaknesses of goal-
    setting theory.
    Learning Objectives
    • Describe the job characteristics model, and
    explain how it helps predict motivation and
    performance.
    • Define reinforcement theory, and differentiate
    between positive and negative reinforcement.
    • List five managerial strategies that are vital to
    maintaining a motivated workforce.
    Motivation

    The combination of forces that move


    individuals to take certain actions and avoid
    other actions.
    Four Indicators of Motivation

    • Engagement
    • Satisfaction
    • Commitment
    • Rootedness
    Classical Theories of Motivation
    • Taylor’s Scientific Management
    • The Hawthorne Studies and the “Hawthorne
    Effect”
    • Maslow’s Hierarchy of Needs
    • Theory X and Theory Y
    • Herzberg’s Two Factors
    • McClelland’s Three Needs
    Taylor’s Scientific Management
    Taylor is credited with developing scientific
    management, an approach that sought to
    improve employee efficiency through the
    scientific study of work. In addition to
    analyzing work and business processes in
    order to develop better methods, Taylor
    popularized financial incentives for good
    performance.
    The Hawthorne Studies and The
    “Hawthorne Effect”
    Between 1924 and 1932, a series of pioneering
    studies in employee motivation and
    productivity were conducted at the Hawthorne
    Works of the Western Electric Company in
    Chicago. The Hawthorne studies are intriguing
    both for what they uncovered and as an
    example of how management ideas can get
    oversimplified and misunderstood over the
    course of time.
    Hawthorne effect

    A supposed effect of organizational research,


    in which employees change their behavior
    because they are being studied and given
    special treatment.
    Maslow’s Hierarchy Of Needs

    A model in which human needs are arranged in


    a hierarchy, with the most basic needs at the
    bottom and the more advanced needs toward
    the top.
    Theory X and Theory Y

    Theory X
    A managerial assumption that employees are
    irresponsible, are unambitious, and dislike
    work and that managers must use force,
    control, or threats to motivate them.
    Theory X and Theory Y

    Theory Y
    A managerial assumption that employees enjoy
    meaningful work, are naturally committed to
    certain goals, are capable of creativity, and
    seek out responsibility under the right
    conditions.
    Herzberg’s Two Factors
    In Herzberg’s two-factor theory, so-called
    hygiene factors are associated with
    dissatisfying experiences, and motivators are
    associated with satisfying experiences.
    Hygiene factors are mostly extrinsic and include
    working conditions, company policies, pay, and
    job security. Motivators tend to be intrinsic and
    include achievement, recognition, responsibility,
    and other personally rewarding factors.
    McСlelland’s Three Needs
    McClelland’s model highlights the need for
    power (having—and demonstrating—control
    over others), the need for affiliation (being
    accepted by others and having opportunities
    for social interaction), and the need for
    achievement (attaining personally meaningful
    goals).
    Contemporary Models:
    • Expectancy Theory
    • Equity Theory

    • Goal-Setting Theory
    Expectancy Theory
    The idea that the effort employees put into
    their work depends on expectations about their
    own ability to perform, expectations about
    likely rewards, and the attractiveness of those
    rewards.
    Equity Theory
    Equity theory suggests that employee
    satisfaction depends on the perceived ratio of
    inputs to outputs.
    Goal-Setting Theory
    Goal-setting theory, the idea that carefully
    designed goals can motivate employees to
    higher performance, is one of the most
    important contemporary theories of
    motivation.
    The Job Characteristics Model
    A model suggesting that five core job
    dimensions influence three critical
    psychological states that determine motivation,
    performance, and other outcomes.
    Five Core Job Dimensions
    • Skill variety
    • Task identity
    • Task significance
    • Autonomy
    • Feedback
    Three Critical Psychological
    States
    • Experienced meaningfulness of the work
    • Experienced responsibility for results
    • Knowledge of actual results
    Reinforcement Theory
    A motivational approach based on the idea that
    managers can motivate employees by
    influencing their behaviors with positive and
    negative reinforcement.
    Positive Reinforcement

    Encouraging desired behaviors by offering


    pleasant consequences for completing or
    repeating those behaviors.
    Negative Reinforcement

    Encouraging the repetition of a particular


    behavior (desirable or not) by removing
    unpleasant consequences for the behavior.

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