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Management Course 9

The document summarizes key concepts and theories related to motivating and rewarding employees. It discusses intrinsic and extrinsic motivation, positive and negative motivation, Maslow's hierarchy of needs, McGregor's Theory X and Y, Hertzberg's two-factor theory, McClelland's three needs theory, expectancy theory, equity theory, and goal-setting theory. It also includes proposed quotes about motivating employees from three student groups.

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Mihai Stoica
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72 views10 pages

Management Course 9

The document summarizes key concepts and theories related to motivating and rewarding employees. It discusses intrinsic and extrinsic motivation, positive and negative motivation, Maslow's hierarchy of needs, McGregor's Theory X and Y, Hertzberg's two-factor theory, McClelland's three needs theory, expectancy theory, equity theory, and goal-setting theory. It also includes proposed quotes about motivating employees from three student groups.

Uploaded by

Mihai Stoica
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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MANAGEMENT (9)

Motivating and Rewarding


Employees

Ctlina RADU, MBA, PhD.


The Bucharest University of Economic Studies

Motivating and Rewarding


Empoyees Proposed Quotes

GROUP 917: "Employees who believe that management is


concerned
d about
b
them
h
as a whole
h l person - not just
j
an employee
l
- are more productive, more satisfied, more fulfilled. Satisfied
employees mean satisfied customers, which leads to
profitability." - Anne M. Mulcahy
GROUP 919: <Motivation and rewards are two different things,
the second being a result of the first. Eisenhower said that
getting
g people
p p to do what you
y want them
"Motivation is the art of g
to do, because they want to do it. Aristotle said that "In the
arena of human life the honors and rewards fall to those who
show their good qualities in action." > - Iulia Ion
GROUP 922: When people are financially invested, they want a
return. When people are emotionally invested, they want to
contribute. - Simon Sinek

Exercise (1)

Spring finally came and classes are not so


nice anymore, some of your colleagues
might be in a trip now. For sure, you also
have some colleagues who are at home
now. And others who are working for
something else. And May 1st is so close.
And it is the beginning of the week; it is
difficult to start the activities
activities. Write on a
sheet of paper your name. Then write the
most important reason for being here at the
Management Course today. Then write a
second reason. (no more than 2
minutes).

Exercise (2)

Look at what other colleagues wrote and


copy three other reasons you consider the
most interesting, reasons that were number
1 on other sheets of paper (please also
indicate the name of the copied student
)
The first three students that will come with
their sheets correctly completed will receive
a bonus of 3 points.

What is Motivation?

Motivation refers to the process by which a


persons efforts are energized, directed and
sustained toward attaining a goal.
Three key elements:
Energy measure of intensity or drive
Direction organizational goal
Persistance employees to persist in putting
forth effort to achieve those goals.

Intrinsic and Extrinsic


Motivation

Intrinsic motivation is something that you


do for no other reason than your own
enjoyment. (i.e. reading a book or having
a hobby)
Extrinsic motivation uses rewards,, such
as money, to encourage you to do
something that you may not want to do
on your own.

Positive and Negative


Motivation

Positive motivation induces people to do work in


the best possible manner and to improve their
performance. Under this better facilities and
rewards are provided for their better performance.
Such rewards and facilities may be financial and
non--financial.
non
Negative motivation aims at controlling the
negative efforts of the work and seeks to create a
sense of fear for the worker, who has to be
punished for lack of good performance.

Maslows Hierarchy of Needs


Theory (1)

Maslows Hierarchy of Needs


Theory (2)

Each level in the needs hierarchy must be


substantially satisfied before the next need
becomes dominant.
Once a need is substantially satisfied, an
individual isnt motivated to satisfy that
need.
need
In order to motivate someone, you need to
understand what need level that person is in
the hierarchy and focus on satisfying needs
at or above that level.

McGregors Theory X and


Theory Y

Theory X a negative view of people that


assumes workers have little ambition, dislike
workers, want to avoid responsibility, and
need to be closely controlled to work
effectively.
Theory Y a positive view that assumes
employees enjoy work, seek out and accept
responsibility, and exercise selfself-direction.

Hertzbergs Two Factor


Theory (1)

Hertzbergs Two Factor


Theory (2)
Two categories of factors:
1. Motivators i.e. achievement, recognition,
work itself, responsibility, advancement,
growth.
2. Hygiene factors i.e. supervision, company
policy relationship with supervisor,
policy,
supervisor working
conditions, salary, relationship with peers,
personal life, relationship with employees,
status, security.

McClellands Three Needs


Theory
Three acquired
Th
i d (not
( t innate)
i
t ) needs:
d
1. Need for achievement nAch (the drive to
succeed and excel in relation to a set of
standards)
2. Need for affiliation nAff (the desire for
f i dl and
friendly
d close
l
interpersonal
i
l
relationships)
3. Need for power nPow (the need to make
others behave in a way that they would
not have behaved otherwise)

Expectancy Theory

The theoryy that an individual tends to act in


a certain way, based on the expectation that
the act will be followed by a given outcome
and on the attractiveness of that outcome to
the individual.

Motivation = (Belief that the act will lead to a


certain outcome) x (Belief that the outcome
will lead to a certain reward) x (Value
attached to that reward)

Equity theory

The theory
Th
th
that
th t an employee
l
compares his
hi
or her jobs input-to-outcome ratio with that
of relevant others and then corrects any
inequity.
Referent = The persons, systems, or selves
against which individuals compare
themselves to assess equity.

Goal-Setting Theory

The proposition that specific goals increase


performance and that difficult goals, when
accepted, result in higher performance than
do easy goals.

*** QUOTES ABOUT OUR COURSE ***


Lets look again!

Motivating and Rewarding


Empoyees Proposed Quotes

GROUP 917: "Employees who believe that management is


concerned
d about
b
them
h
as a whole
h l person - not just
j
an employee
l
- are more productive, more satisfied, more fulfilled. Satisfied
employees mean satisfied customers, which leads to
profitability." - Anne M. Mulcahy
GROUP 919: <Motivation and rewars are totally different things,
the second being a result of the first. Eisenhower said that
getting
g people
p p to do what you
y want them
"Motivation is the art of g
to do, because they want to do it. Aristotle said that "In the
arena of human life the honors and rewards fall to those who
show their good qualities in action." > - Iulia Ion
GROUP 922: When people are financially invested, they want a
return. When people are emotionally invested, they want to
contribute. - Simon Sinek

THANK YOU.
and
and

10

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