8 motivating and rewarding employees

• Do you think that motivation theories and practices that motivate individuals at USA.. 11.2 Compare and contrast early theories of motivation... Four Early Theories Of Motivation • Du

Chapter 8

Motivating and

Rewarding

Employees

Learning Outcomes

• Define and explain motivation

• Compare and contrast early theories of

11.1

Define and explain motivation

• Do you think that motivation theories and

practices that motivate individuals at USA based company would be effective in

explaining and generating motivation in

Egypt? If not, why?

What is Motivation?

• Motivation is not a personal trait that

some people have and others don’t

• Motivation refers to the process by

which a person’s efforts are energized ,

a goal

11.2

Compare and contrast early theories of

motivation

Four Early Theories Of Motivation

• During the 1950s and 1960s, four

theories of motivation were formulated

1 The Maslow’s Hierarchy of Needs theory

2 Theories X and Y

3 The two-factor theory

4 The three-needs theory

Maslow’s Hierarchy of Needs

food, drink, shelter security and protection from harm belongingness, acceptance, and friendship

Internal esteem factors (self-respect, autonomy) External esteem factors (status, recognition, and attention)

growth and achieving one’s potential

McGregor ‘s Theory X and Theory Y

Theory X: Negative view of people

What can motivate the X people and what can

motivate the Y ones?

Herzberg’s Two-Factor Theory

Herzberg investigated the question “What do people want from their jobs?”

He concluded that certain characteristics were consistently related to job

satisfaction

طابحلإا نم ةرهطملا ةيساسلأا لماوعلا طابحلإل ةداضملاو ،اضرلل ةمعادلا زيفحتلا لماوع

Satisfaction vs Dissatisfaction

McClelland’s Three-Needs Theory

Three acquired needs are work motives:

1 Need for achievement

ةيوق ةجاحب رعشي

هزاجنإ ىدم لوح دودرم ىلع لوصحلل

رعشي كلذكو همدقتو

زاجنلإاب روعشلا ىلإ ةجاحب

2 Need for power

ةين هيدل ةجاحلا هذه بحاص صخشلا نإو ،ةزيمم ةمصب هلو ًلااعفو ًارثؤم نوكي نأ ىلإ درفلا ةجاح

11.3 Compare and

contrast contemporary theories of

motivation

Current employee motivation

نوكت نلف لانملا ةلهس افادهأ تناك نإ امأ ،

ةديج زيفحت ةليسو

نوكت امدنع دادزي ءادلأل عفاودك فادهلأا ريثأت نأ امك

فادهلأا

:

أ -

ةددحم

هلذبي نأ هيلع ىغبني ىذلا دهجلا رادقمو هلعفي نأ درفلا ىلع ام ددحت اهنلأ

ب -

ةلوبقم

:

ةجيتن لضفأو ىلعأ ىلإ ىدؤي فادهلأل دارفلأا لوبق متي امدنع

ج - تاذ

ةدئافو درفلل عفن

2 Job Characteristics Model

How Does Job Design Influence Motivation?

2 Job Characteristics Model

• عونت

ةبولطملا تاراهملا

:Skill Variety: ينعت يهو

تاراهملا عونت موقي يذلا لمعلا اهبلطتي يتلا

هب

لماعلا

هتياهن ىلإ هتيادب نم لماكتم لمعب لماعلا مايق ينعت

صخشلا لاثمف

اذه عينصت يف ةدحاو ةيلمعب موقي يذلا نم لضفأ هروعش نوكي لماك ءزج عينصتب موقي يذلا ءزجلا

•

تامولعم رفوت ةرشابم

( ةعيرس )

جئاتنلا نع

Feedback: ىنعمب

هئادأ ىوتسم ةفرعم ىلع لماعلا ةردق

لمعلل هئادأ ءانثأ رشابمو حضاو لكشب لضفأ كلذ ناك املك عيرس لكشب ةحضاو ةجيتنلا تناك املكف

ىرت نأ وأ كلمع ةجيتنب مايأ وأ تاعاس ةدع دعب رخآ لماع كربخي مث لامع يدؤت نأ نيب قرف كانه

ةرشابم لمعلا ءادأ دعب كسفنب ةجيتنلا

3 Equity Theory

Employees make comparisons

3 Equity Theory

• كلذ لمشيو ،واستم لكشب عيمجلا ةلماعم ىنعت ةلادعلا

:

•عيزوتلا ةلادع

يهو فاصنلإاو ةلادعلاب لماعلا روعش لحارمل

:

•لاوأ

ىف اًدرف نوكت نأ نكمي ىتلا

ىف نيدوجوم نيرخآ اًدارفأ وأ ،ةمظنملا نم رخآ ءزج ىف رخآ اًدرف وأ لمعلا ةعامج

نكامأىرخأ

•اراعب

: ةلادعلأ مدع وأ ةلادعلا كاردإ ىلإ درفلا ليمي ةنراقملل ةجيتنك

4 Expectancy Theory

:

نأ ةرادلإا ىلعو ،هيلع رداق وه ام لوح ةفلتخم ةقث تايوتسمو تاعقوت هيدل لماع لكف

درفلا هجاتحي ام فشتكت ،بيردت ،رداصم نم

زفاوح ،فارشإ

.2 ةليسولا :

لاثمف نيلماعلا عم لماعتلا بولسأ ةاعارم عم ،لماع لك عم بسنلأا ةليسولا مادختسا بجيو

كلذ ذيفنت ةرادلإا ىلع بجيف ريدم لبق نم دعو ءاطعإ ةلاح ىف

.3 ؤفاكتلا :

ىلع فقوتيو قلعتي اميف نولماعلا اهلمحي ىتلا ةيفطاعلا تاهيجوتلا

جئاتنلاب

ىدمو ،زئاوجلا ،

جايتحلاا ىلإ

(ةعفنملا ،ةحارلا ،ةيقرتلا ،لاملا)

•

دارفلأا ءادأ نيب طبرلا ىلع لمعت نأ بجي تارادلإاف كلذ ىلعو هذه قفاوتت ثيحب اهيلع نولصحيس ىتلا زفاوحلاو مهتاعقوتو لمعلا ىلع مهزيفحت متي نأ نكمي ىلاتلابو تاعقوتلا عم زفاوحلا

لكشلاب ءادلأاو بوغرملا

11.4

Discuss current issues in motivating employees

Current Issues

• Current studies of employee motivation are influenced by some significant workplace issues:

1 managing cross-cultural challenges

2 motivating unique groups of workers

3 designing appropriate rewards programs

• Managers have to be creative in keeping their employees’ efforts

energized , directed , and sustained toward achieving goals

• Ways to motivate employees:

• holding meetings with employees

• getting employee input on issues

• establishing a common goal

• creating care community for employees

• continuing opportunities to learn and grow

1 Country Culture and Motivation

Managers can’t assume that motivational

programs that work in one geographic

location are going to work in others

2 Unique Groups of Workers

Motivating:

1 Diverse employees ( flexible work hours to women

than to men - telecommuting )

2 Professionals ( Money and promotions tend to be

tends to rank high)

3 Contingent (conditional) workers (motivated by

the opportunity to become a permanent employee or

To maximize motivation among today’s diverse workforce, managers need to think in terms of flexibility

3 Designing Appropriate Rewards

Programs

• Open-book management

• Employee recognition programs

Pay-for-Performance

• Pay-for-performance programs are variable compensation

plans that pay employees on the basis of some performance measure. Piece-rate pay plans, wage incentive plans, profit- sharing, and lump sum bonuses are examples

Low-Cost Rewards Program

• Clarify role in organization

• Keep communication open

• Show individual company cares