Motivating Employees: Chapter 16 Richard Daft

Motivating Employees
Chapter 16 Richard Daft

Learning Outcomes
• Identify and describe content theories of motivation based on
employee needs.
• Identify and explain process theories of motivation.
• Describe reinforcement theory and how it can be used to motivate
employees.
• Understand major approaches to job design and how job design
influences motivation.
• Explain how empowerment heightens employee motivation.
• Understand how managers can create a sense of meaning and
importance for employees at work
Outline
1- What is motivation? Extrinsic and
intrinsic rewards
2- Content theories of motivation (Maslow
hierarchy of needs, Two-Factor theory, etc.)
3- Process theories of motivation
4- Job design
5- Conclusion
Motivation
• Employee Engagement
– Most people begin new jobs with energy and
enthusiasm
– Employees can lose their drive
Are You
• Motivated and engaged employees Engaged
contribute to
organizational success Disengage
• But motivation is a ongoing challenge for
managers
4
Concept of Motivation
Arousal, direction, and persistence of behaviour
Employee motivation affects productivity.
A manager’s job is to channel motivation.
5
Intrinsic and extrinsic rewards
 Intrinsic rewards--satisfactions a person

receives in the process of performing a particular
action.
TwobyTypes
 Extrinsic rewards--given of Rewar
another person.
6
Intrinsic and extrinsic rewards
Two Types of Rewar
7
A Simple Model
of Motivation
• Motivation can lead to behaviours that reflect high performance

within organizations.
• High employee motivation is related to high organizational

performance and profits.
8
Content Perspectives
on Motivation
These theories emphasize the needs that motivate people.
• Hierarchy of Needs Theory

• ERG Theory
• Two-Factor Theory
• Acquired Needs Theory
9
Maslow’s hierarchy of needs
Maslow’s Hierarch
of Nee
According to Maslow’s Theory, low-order needs take priority—they must
be satisfied before higher-order needs are activated.
10
 Once a need is satisfied, it declines in
importance and the next higher need is
activated
Maslow’s
 There are opportunities Hierarch
for fulfillment off
the job and on the job in each of the five
of Nee
levels of needs
11
ERG theory
• ERG is a simplification of Maslow.
• Three categories of needs:
– Existence needs. The needs for physical
well-being.
– Relatedness needs. The needs for
satisfactory relationships with others.
ERG Theo
– Growth needs. The needs that focus on the
development of human potential and the
desire for personal growth.
12
Tw0-Factor theory
13
Acquired Needs Theory
• Need for Achievement. desire to accomplish

something difficult, master complex tasks, and
surpass others.
• Need for Affiliation. desire to form close personal
relationships, avoid conflict, and establish warm
friendships.
• Need for Power. desire to influence or control
others.
14
Process Perspectives on
Motivation
• Goal-Setting Theory
• Equity Theory
• Expectancy Theory
15
Goal setting theory
• Specific, challenging targets significantly
enhance people’s motivation and
performance.
• Managers can improve performance by
setting specific goals.
• Goal-setting theory requires:
– Specific Goals Goal-Setti
– Difficult Goals
– Acceptance
– Feedback
16
Equity Theory
Focuses on individuals’ perceptions of

how fairly they are treated compared
with others
Motivated to seek social equity in the

rewards they expect for performance
17
Methods for Reducing
Perceived Inequities
• Change Work Efforts
• Change Outcomes
• Change Perceptions
• Leave the Job
Employees evaluate the perceived equity of their

rewards compared to others’.
18
Copyright ©2010 by South-Western, a division of
Cengage Learning. All rights reserved.
Expectancy theory
Expectancy Theo
19
Reinforcement Perspective
on Motivation
20
Job design
Job Design - application of motivational

theories to the structure of work
Job Design f
Motivatio
21
Job design
Job Simplification - improve task efficiency by
reducing the number of tasks
Job Rotation - moving employees from one job to
another to provide them with variety and
stimulation
Job Design f
Job Enlargement - combining a series of tasks
Motivatio
into one new, broader job to give employees
variety and challenge
22
Job Enrichment - incorporating
achievement, recognition, and other high-
level motivators into the work
Work redesign – altering jobsJob
to increase
Design f
both the quality of employee’s work
experience and their productivity Motivatio
23
Job Characteristics
Model
Adapted from Hackman R. and Oldham G.R. (1976)’ Motivation through the design of work: test of a theory’,
Organizational Behavior and Performance, p.256. Cited In Daft, 2021, p. 593
24
Different motivation
programmes
Innovative Ide
for Motivati
25
Empowering People
to Meet Higher Needs
 Information - Employees receive information
about company performance
 Knowledge - Employees have knowledge and

skills to contribute to company goals
 Power - Employees have the power to make

substantive decisions
 Rewards - Employees are rewarded based on

the company performance
26
A Continuum of
Empowerment
27
Conclusion
• Top down management does not

work well to motivate employees
(though it is highly dependent on
socio-economic and cultural
context)
• Employee engagement and
empowerment increasingly
important
• More diverse and fragmented
28
workforce: one size does not fit all

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Motivating Employees

Chapter 16 Richard Daft

– Employees can lose their drive

Arousal, direction, and persistence of behaviour

Employee motivation affects productivity.

A manager’s job is to channel motivation.

 Intrinsic rewards--satisfactions a person

Two Types of Rewar

• Motivation can lead to behaviours that reflect high performance

• High employee motivation is related to high organizational

• Hierarchy of Needs Theory

• Need for Achievement. desire to accomplish

Focuses on individuals’ perceptions of

Motivated to seek social equity in the

Employees evaluate the perceived equity of their

Job Design - application of motivational

 Knowledge - Employees have knowledge and

 Power - Employees have the power to make

 Rewards - Employees are rewarded based on

• Top down management does not

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