1、Fundamentals of ManagementTenth EditionChapter 10Motivating and Rewarding EmployeesFundamentals of ManagementTentLearning Objectives10.1 Define and explain motivation. 10.2 Compare and contrast early theories of motivation.10.3 Compare and contrast contemporary theories of motivation. 10.4 Discuss c

2、urrent issues in motivating employees.Learning Objectives10.1 DefineLearning Objectives 10.1Define and explain motivation. Learning Objectives 10.1DefineWhat Is Motivation?EnergyDirectionPersistenceWhat Is Motivation?EnergyLearning Objectives 10.2Compare and contrast early theories of motivation. Le

3、arning Objectives 10.2ComparExhibit 10-1 Maslows Hierarchy of NeedsSource: Maslow, Abraham H.; Frager, Robert D; Fadiman, James, Motivation and Personality, 3rd ed., 1987. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.Exhibit 10-1 Maslows HierarchMcGr

4、egors Theory X and Theory YTheory XLittle ambitionDislike workAvoid responsibilityMust be closely controlledTheory YEnjoy workSeek and accept responsibilityExercise self-directionMcGregors Theory X and TheoryExhibit 10-2 Herzbergs Two-Factor TheoryExhibit 10-2 Herzbergs Two-FaSatisfaction vs. Dissat

5、isfactionExhibit 10-3 Contrasting Views of Satisfaction and DissatisfactionSource: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., 2016, p. 465. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.Satisfaction vs. DissatisfactiMcClellands Three-Ne

6、eds TheoryThree acquired needs are work motives:Need for achievementNeed for powerNeed for affiliationMcClellands Three-Needs TheorLearning Objectives 10.3Compare and contrast contemporary theories of motivation.Learning Objectives 10.3ComparExhibit 10-4 Goal-Setting TheoryExhibit 10-4 Goal-Setting

7、TheoInfluences on Job PerformanceFeedbackGoal commitmentAdequate self-efficacyNational cultureInfluences on Job PerformanceFExhibit 10-5 Job Characteristics ModelSource: Reprinted by permission from Judith D. Hackman (w/o) J. Richard Hackman.Exhibit 10-5 Job CharacteristiJob Design and MotivationYes

8、 You can design jobs that motivate!Internal rewards are obtained when an employee learns that he or she personally has performed well on a task he or she cares about.Job Design and MotivationYes Exhibit 10-6 Guidelines for Job RedesignSource: Reprinted by permission from Judith D. Hackman (w/o) J. R

9、ichard Hackman.Exhibit 10-6 Guidelines for JoExhibit 10-7 Equity Theory RelationshipsPerceived Ratio Comparison*Employees Assessmentoutcomes Ay over Inputs Ay less than outcomes B over Inputs BInequity (underrewarded)outcomes Ay over Inputs Ay equals outcomes B over Inputs BEquityoutcomes Ay over In

10、puts Ay greater than outcomes B over Inputs BInequity (overrewarded)*Person A is the employee, and Person B is a relevant other or referent.Exhibit 10-7 Equity Theory RelExhibit 10-8 Expectancy TheoryExhibit 10-8 Expectancy TheoryIntegrating Motivation TheoriesExhibit 10-9 Integrating Contemporary T

11、heories of MotivationIntegrating Motivation TheorieA Closer Look at the Model A Closer Look at the Model Learning Objectives 10.4Discuss current issues in motivating employees.Learning Objectives 10.4DiscusCurrent IssuesCurrent IssuesCountry Culture and Motivation Managers cant assume that motivatio

12、nal programs that work in one geographic location are going to work in others.Country Culture and MotivationCross-Cultural DifferencesThe desire for interesting work seems to be global.Cross-Cultural DifferencesThe Unique Groups of WorkersMotivating:Diverse employeesProfessionalsContingent workersUnique Groups of WorkersMotivaDesigning Appropriate Rewards ProgramsOpen-book managementEmployee recognition programsDesigni