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Motivating Employees CHAPTER 17 0
Learning Outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Are You Engaged or Disengaged? ,[object Object],[object Object],[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Concept of Motivation ,[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Two Types of Rewards ,[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
A Simple Model of Motivation  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 ,[object Object],[object Object]
Content Perspectives on Motivation ,[object Object],[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. These theories emphasize the needs that motivate people. 0
Maslow’s Hierarchy of Needs  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 According to Maslow’s Theory, low-order needs take priority—they must be satisfied before higher-order needs are activated.
Maslow’s Hierarchy of Needs ,[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
ERG Theory ,[object Object],[object Object],[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Two-Factor Motivation Theory  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Acquired Needs Theory  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. ,[object Object],[object Object],[object Object],0
Process Perspectives on Motivation ,[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. These theories explain how people select behavioral actions to meet their needs. 0
Goal-Setting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Equity Theory ,[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Methods for Reducing Perceived Inequities ,[object Object],[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 Employees evaluate the perceived equity of their rewards compared to others’.
Expectancy Theory ,[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Major Elements of Expectancy Theory  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Valence – the value or attraction an individual has for an outcome 0
Reinforcement Perspective on Motivation  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Job Design for Motivation ,[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Job Design for Motivation ,[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Job Design for Motivation ,[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Job Characteristics Model  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Innovative Ideas for Motivating  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Empowering People to Meet Higher Needs ,[object Object],[object Object],[object Object],[object Object], Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
A Continuum of Empowerment  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
Giving Meaning to Work Through Engagement  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 There is growing recognition that it is the behavior of managers that makes the biggest difference in whether people feel engaged at work.

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motivating employees

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  • 8. Maslow’s Hierarchy of Needs  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 According to Maslow’s Theory, low-order needs take priority—they must be satisfied before higher-order needs are activated.
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  • 11. Two-Factor Motivation Theory  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
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  • 18. Major Elements of Expectancy Theory  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Valence – the value or attraction an individual has for an outcome 0
  • 19. Reinforcement Perspective on Motivation  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
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  • 23. Job Characteristics Model  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 24. Innovative Ideas for Motivating  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
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  • 26. A Continuum of Empowerment  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 27. Giving Meaning to Work Through Engagement  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 There is growing recognition that it is the behavior of managers that makes the biggest difference in whether people feel engaged at work.