Chapter

Chapter 10
10

Motivating
Motivating Office
Office Employees
Employees

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
1 Upper Saddle River, NJ 07458
 Motivation is Affected by a Number
of Basic Human Traits

Ability Interests
Aptitude Emotions
Perceptions Needs
Self-confidence Personality
Values

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
2 Upper Saddle River, NJ 07458
 Ability-determines how capable an individual
is to carry out designated job duties.

Aptitude-determines one’s potential for

performing specific tasks.

Perceptions-involves how one views his or

her “world.”

Self-concept-involves how one perceives

himself or herself.

Values-are a significant determinant of how

one behaves.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
3 Upper Saddle River, NJ 07458
 Interests-are a significant determinant of how
one views his or her job.
Emotions-involves one’s feelings about
something.

Needs-involves one’s motivation to attain

certain goals.

Personality-involves one’s openness, level

of aggression, level of patience, and level of
cooperation.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
4 Upper Saddle River, NJ 07458
 Motivational Process

A person’s behavior is a response to stimuli

associated with an inner state of disequilibrium
resulting from a need, desire, or expectancy.
Disequilibrium state is accompanied by anticipation
and produces behavior or actions directed toward
goal attainment.
Individual anticipates that goal achievement will
produce a satisfying experience, which will
restore equilibrium.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
5 Upper Saddle River, NJ 07458
 Theories
Theories of
of Motivation
Motivation

Hierarchy of Needs Theory

Motivation-Hygiene Theory
Needs Theory
Equity Theory
Expectancy Theory
Reinforcement Theory
Job Characteristics Theory
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
6 Upper Saddle River, NJ 07458
 Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory

Developed by A. H. Maslow.
Human needs exist at 5 basic levels (in order).
Physiological needs
Safety needs
Belonging and love needs
Esteem needs
Self-actualization needs
Higher
Higher level
level needs
needs are
are unimportant
unimportant until
until
lower
lower level
level needs
needs are
are satisfied.
satisfied.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
7 Upper Saddle River, NJ 07458
 Physiological Needs
Include food, water, oxygen, rest, muscular
activity, and freedom from extreme danger.
Safety Needs
Include clothing, shelter, and freedom from
physical danger, as well as job security and
fringe benefits for employed individuals.

Belonging and Love Needs

Include the need for belonging to a group, need
for companionship, need for love or affection, and
need for socializing.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
8 Upper Saddle River, NJ 07458
 Esteem Needs
Include self-esteem and esteem of others.
Self-esteem Includes desire for achievement,
Self-esteem
self-respect, confidence, mastery.

Esteem
Esteem of
of Includes recognition, attention,
others prestige, status.
others
Self-actualization Needs

Refer to one’s desire to achieve maximum

potential, or to become what one is
capable of becoming.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
9 Upper Saddle River, NJ 07458
 Motivation-Hygiene
Motivation-Hygiene Theory
Theory

Developed by Frederick Herzberg.

Based on motivators and hygiene factors.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
10 Upper Saddle River, NJ 07458
 Motivators Factors that produce positive
attitudes or job satisfaction;
however, their absence does
not necessarily produce job
dissatisfaction.
Achievement Responsibility
Recognition Advancement
Work itself Growth

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
11 Upper Saddle River, NJ 07458
 Factors that produce job
Hygiene Factors dissatisfaction; however,
their presence at expected
levels does not produce
job satisfaction.
Company policy and Interpersonal relations
administration Personal life
Supervisors and Relationship with
relationships with subordinates
supervisors Status
Working conditions Security
Salary
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
12 Upper Saddle River, NJ 07458
 Needs
Needs Theory
Theory

Developed by David McClelland.

Findings:
1. Individuals with high need for achievement
willingly accept responsibility for their
work and actions.
2. Individuals with high need for power,
desire to control other people and have a
strong influence on the behavior of others.
3. Individuals with a high need for
affiliation tend to be socially interactive.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
13 Upper Saddle River, NJ 07458
 Equity
Equity Theory
Theory
Motivation results from an individual’s desire to
reduce feelings of inequity that result when he or she
finds:
1. An imbalance in the ratio between his or her
input and outcome.
2. An imbalance when comparing his or her
input-outcome ratio with that of others.
Employees react to imbalance ratio by:
1. Altering their input level.
2. Altering their outcome expectation.
3. Changing the base of their input-outcome
expectation.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
14 Upper Saddle River, NJ 07458
 Expectancy
Expectancy Theory
Theory
Developed by Victor Vroom.
Theory states that the stronger the perceived
relationship between effort and outcome, the
higher the employee motivation will be.
Motivation occurs when these conditions are
present:
1. The employee believes that additional effort
will be worthwhile.
2. The employee believes that higher perform-
ance will result in greater outcomes or rewards.
3. The employee places a high value on the
outcomes or reward.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
15 Upper Saddle River, NJ 07458
 Reinforcement
Reinforcement Theory
Theory
(1
(1 or
or 2)
2)
Developed by B. F. Skinner.
Motivation is a function of the consequences of
behavior.
Behavior that is reinforced tends to be repeated;
nonreinforced behavior tends not to be repeated.
Uses positive reinforcement, which is designed to
increase the strength or frequency of desired
behavior by positively reinforcing each occur-
rence of desired behavior.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
16 Upper Saddle River, NJ 07458
 Reinforcement
Reinforcement Theory
Theory
(2
(2 of
of 2)
2)
Uses two types of rewards:
Contingent
Contingent Reward is linked to a specific
Reward
Reward incident of an employee’s
previous behavior.

Noncontingent
Noncontingent Reward is not linked to
Reward
Reward specific incident of an
employee’s behavior.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
17 Upper Saddle River, NJ 07458
 Job
Job Characteristics
Characteristics Theory
Theory
(1
(1 of
of 2)
2)

Developed by Richard Hackman and Greg Oldham.

Indicates that jobs will be more motivational

when they are comprised of:
Skill variety.
Task identity.
Task significance.
Autonomy.
Feedback.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
18 Upper Saddle River, NJ 07458
 Job
Job Characteristics
Characteristics Theory
Theory
(2
(2 of
of 2)
2)
When the core characteristics are in place, then
employee performance will be affected by:
Meaningful outcome.
Responsibility.
Knowledge of results.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
19 Upper Saddle River, NJ 07458
 Are an important component
Goals of the process of motivating
employees.
Employees without goals often lack
motivation.
Attributes of goals:
Concreteness of goals
Feedback on goal attainment
Probability of goal attainment
Participation in setting goals
Amount of dedication in goal attainment
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
20 Upper Saddle River, NJ 07458
 Employees’ Values are an important
Values component of motivation,
and may change from time
to time.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
21 Upper Saddle River, NJ 07458
 Contemporary Employee’s Desires

1. Having achievement recognized by the

organization.
2. More leisure time.
3. Having rewards related to job performance.
4. Work that is challenging and worthwhile.
5. Participating in decisions about things that
affect them.
6. Effective communication from management.
7. Job-related growth opportunities.
8. Increased job creativity.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
22 Upper Saddle River, NJ 07458
 Techniques
Techniques Used
Used to
to Motivate
Motivate Employees
Employees

Job enrichment Job sharing

Employee participation Team building
Management by objectives Self-management work
Flextime teams
Incentives Gain sharing
Telecommuting Supervisor-subordinate
collaboration
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
23 Upper Saddle River, NJ 07458
 Often results when
Frustration employees are unable to
succeed in goal attainment.

Frustration is exhibited in
several ways

1. Selecting alternative goals they can accomplish.

2. Becoming aggressive.
3. Becoming anxious.
4. Developing a defense mechanism.
5. Taking corrective action.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
24 Upper Saddle River, NJ 07458