05-09-2012, 11:46 AM
Motivating and Rewarding Employees
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Motivation And Individual Needs
Motivation
The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need
Need
An internal state that makes certain outcomes appear attractive
Early Theories Of Motivation
Hierarchy of needs theory (Maslow)
there is a hierarchy of five human needs; as each need becomes satisfied, the next need becomes dominant.
Physiological: food, drink, shelter, sex
Safety: physical safety
Social: affiliation with others, affection, friendship
Esteem: Internal (self-respect, autonomy, and achievement); external (status, recognition, and attention)
Self-actualization: personal growth and fulfillment
Theory X Premises
A manager who views employees from a Theory X (negative) perspective believes:
Employees inherently dislike work and, whenever possible, will attempt to avoid it
Because employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals
Employees will shirk responsibilities and seek formal direction whenever possible
Most workers place security above all other factors associated with work and will display little ambition
Contemporary Theories Of Motivation
Three-needs theory (McClelland)
The needs for achievement, power, and affiliation are major motives in work
Need for achievement (nAch): the drive to excel, to achieve in relation to a set of standards, to strive to succeed.
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.
Equity Theory Prepositions
If paid according to time, overrewarded employees will produce more than equitably paid employees.
If paid according to quantity of production, overrewarded employees will produce fewer but higher-quality units than equitably paid employees.
If paid according to time, underrewarded employees will produce less or poorer-quality output.
If paid according to quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees.