Professional Documents
Culture Documents
STEPHEN P. ROBBINS
Chapter
16
2007 Prentice Hall, Inc.
All rights reserved.
MARY COULTER
Motivating
Employees
What Is Motivation?
Motivation
Is the result of an interaction between the person and
a situation; it is not a personal trait.
Is the process by which a persons efforts are
energized, directed, and sustained towards attaining
a goal.
162
163
Hierarchy of needs
Lower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualization
164
Exhibit 161
165
Theory Y
Assumption:
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167
Exhibit 162
168
Exhibit 163
169
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Exhibit 164
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Exhibit 165
Goal-Setting Theory
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Job enlargement
Job enrichment
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Exhibit 166
Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work
(Glenview, IL: Scott, Foresman, 1977). With permission of the authors.
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Exhibit 167
Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work
(Glenview, IL: Scott, Foresman, 1977). With permission of the authors.
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Exhibit 168
Equity Theory
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Procedural justice
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Exhibit 169
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Instrumentality
Valence
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Cross-Cultural Consistencies
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Job Sharing
Telecommuting
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Job challenge
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Pay-for-performance
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Options have value if the stock price rises above the option
price; they become worthless if the stock price falls below the
option price.
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* Vesting refers to the time that must pass before a person can exercise the option.
Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, Effective Employee Stock Option Design: Reconciling
Stakeholder, Strategic, and Motivational Factors, Academy of Management Executive, February 2003, p. 84.
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Source: P. Brandes, R. Dharwadkar, and G.V. Lemesis, Effective Employee Stock Option Design: Reconciling
Stakeholder, Strategic, and Motivational Factors, Academy of Management Executive, February 2003, p. 84.
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