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1. CHAPTER 11:
MOTIVATING FOR HIGH
PERFORMANCE
CH 11
© 2015 SAGE Publications

2. Motivation
• The internal process leading to behavior to satisfy needs
• The primary reason people do what they do is to meet their
needs or wants

3. The Role of Expectations In
Motivation And Performance
• The expectations of the manager can effect the performance
of the employee.
• Managerial treatment of an employee is a major factor in how
employees performed.

4. How Motivation Affects Behavior
• The level of performance is determined by three interdependent
factors:
• Ability
• Motivation
• Resources

5. Performance Formula
• Performance formula:
• Performance = Ability x Motivation x Resources
• Ability and motivation are driving forces of behavior to create the
level of performance
• The key to success:
• What do you like to do?
• What are you good at doing?
• Do you have the resources to achieve your goals?

6. Content Motivation Theories
• Focus on identifying people’s needs in order to understand
what motivates them
• Needs Hierarchy
• ERG Theory
• Two-Factor Theory
• Manifest Needs Theory

7. Major Motivation Theories

8. Needs Hierarchy Theory
• Three major assumptions:
• Only unmet needs motivate
• People’s needs are arranged in order of importance (hierarchy), going
from basic needs to more complex needs
• People will not be motivated to satisfy a higher-level need unless the
lower-level need(s) has been satisfied

9. Needs Hierarchy Theory
• Five classifications
of needs:

10. ERG Theory
• Reorganizes Maslow’s needs hierarchy into three levels of
needs:
• Existence: physiological and safety needs
• Relatedness: social needs
• Growth: esteem and self-actualization needs
• Maintains the higher- and lower- order needs
• Also maintains that unsatisfied needs motivate individuals

11. Needs Hierarchy vs ERG Theory
Self-Actualization
Esteem
Social
Safety
Physiological
Growth
Relatedness
Existence
Lower-level
needs
Higher-level
needs

12. Two-Factor Theory (Herzberg)
• The two-factor theory proposes that employees are motivated by
motivators rather than by maintenance factors.
• Maintenance factors (extrinsic):
• lower level needs because the motivation comes from outside the job
• Motivators (intrinsic):
• higher level needs in which the motivation comes from the work itself

13. Two-Factor Theory
• Providing maintenance factors keeps people from being
dissatisfied, but does not motivate
• Organizations need to ensure that employees are not
dissatisfied with maintenance factors and focus on motivating
them through their jobs
• Employees are more motivated when they feel they are doing
meaningful work

14. Acquired Needs Theory
• Proposes that employees are motivated by their needs for
achievement, power, and affiliation.
• It is also called learned needs and three needs theory because
of three needs:
• The Need for Achievement
• The Need for Power
• The Need for Affiliation

15. Acquired Needs Theory
• The Acquired Needs Theory holds that needs are based on
personality and are developed and learned as people interact
with the environment.
• Managers tend to have a high need for power, followed by a
high need for achievement, and a low need for affiliation.

16. Four Content Motivation Theories

17. Process Motivation Theories
• Attempt to understand how and why people are motivated
• Expectancy Theory
• Equity Theory

18. The Motivation Process and the Motivation
Theories

19. Expectancy Theory (Vroom)
• Motivation = Expectancy x Valence
• Expectancy: Perception of one’s ability to accomplish an
objective
• The higher one’s expectancy, the better the motivation
• Valence: the value a person places on the outcome or reward
• The higher the value (importance) of the outcome or reward, the
better the motivation

20. Expectancy Theory
• Clearly define objectives and the performance needed to
achieve them
• Tie performance to rewards
• Be sure rewards have value to employees
• Gain trust from employees

21. Equity Theory (Adam)
• People compare their inputs and outputs to that of relevant
others
• Equitably Rewarded
• Under Rewarded
• Over Rewarded
• Employees must perceive that they are being treated fairly,
relative to others

22. Reinforcement Theory (Skinner)
Stimulus Response Consequences
(Behavior / Performance) (Reinforcement /
Positive or
Negative)
• Behavior can be controlled through the use of rewards
• Behavior is learned through experiences of positive and
negative consequences

23. Types of Reinforcement
• Positive Reinforcement
• Generally works better than punishment, especially when training
employees
• Avoidance reinforcement
• Also called negative reinforcement, used to encourage continued
desirable behavior

24. • Punishment
• Involves the actual use of a negative consequence to decrease
undesirable behavior
• Extinction:
• Attempt to reduce or eliminate a behavior withholding reinforcement
when an undesirable behavior occurs
Types of Reinforcement

25. Schedules Of Reinforcement
• Each and every desired
behavior is reinforced
• Real-time feedback to
employees
• Piece rate productivity reward
for each unit produced
• Reward is given based on
the passage of time or output
• Fixed interval schedule
• Variable interval schedule
• Fixed ratio schedule
• Variable ratio schedule
Continuous Reinforcement Intermittent Reinforcement

26. Rewards and Recognition
Theory Reward
Hierarchy of needs and ERG Lower level: Financial
Upper level: Nonfinancial
Two-factor theory Maintenance needs: Financial
Motivators: Nonfinancial
Acquired needs theory Varies
Equity theory Equitable financial and nonfinancial
Goal-setting theory Financial and nonfinancial
Expectancy theory Dependent on what is valued
Reinforcement theory Positive reward and negative punishment