Motivating Your Self and Others

Chapter Seven
Motivating Yourself and Others
Chapter Preview: Motivating Yourself and Others

Differences between internal and external motivators in the workplace Five characteristics of motives Maslows hierarchy of needs and Herzbergs motivation-maintenance theory
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Chapter Preview: Motivating Yourself and Others

Theory X and Theory Y leadership styles How expectations influence motivation Contemporary motivation strategies Self-motivation strategies
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The Complex Nature of Motivation

Learning what motivates you is an essential part of knowing yourself Knowing what motivates others is basic to establishing and maintaining effective relationships Each person is motivated by different needs, at varying degrees, and at different times!
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Motivation Defined
Influences that account for
initiation direction intensity persistence of behavior
Reason people do what they do
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Motivation Defined
Internal drive that encourages us to achieve our goals Possible motives are endless:
Emotional Social Biological
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Motivation Is Two-Dimensional
Internal motivation is self-granted and comes when something is meaningful or gives sense of purpose Examples:
Job contentment Individual growth Achievement
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External motivation is an action taken by another person Usually involves an incentive or anticipation of a reward Examples:
Money Awards Performance feedback
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Most people need both Organizations should strive to balance internal and external motivation
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Total Person Insight

Dependent people need others to get what they want. Independent people can get what they want through their own efforts. Interdependent people combine their own efforts with the efforts of others to achieve their greatest success.
Stephen R. Covey Author, The 7 Habits of Highly Effective People
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Motivation to Satisfy Basic Desires

Everything we experience as meaningful can be traced to one of sixteen basic desires or combination of desires The challenge is to determine which five or six (core values) are most important to you
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Figure 7.1 Sixteen Basic Desires in the Reiss Profile

Source: Steven Reiss, Who Am I? (New York: Berkeley Books, 2000), pp. 17-18.
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The Motivation Cycle

Motivation cycle describes how most people satisfy a need Five steps in the motivational cycle
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Steps in the Motivational Cycle
Figure 7.1
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Characteristics of Motives
The why of human behavior Five characteristics of motives:
individualistic changing may be unconscious are often inferred are hierarchical
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Influential Motivation Theories

Many psychologists have added to our knowledge of what motivates people Basic problem is how to apply knowledge in the workplace Several theories are influential
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Maslows Hierarchy of Needs

People tend to satisfy their needs in a particular order Maslow called this order:
The Hierarchy of Needs
Theory has three main assumptions
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Maslows Assumptions
People have a number of needs that require some measure of satisfaction Only unsatisfied needs motivate behavior Needs are ordered according to prepotency
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Figure 7.2
Maslows Hierarchy of Needs
Figure 7.2
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Physiological Needs
Survival, or lower-order needs Include needs for food, clothing, sleep, and shelter In a good economy, these needs rarely dominate
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Safety and Security Needs

Reflect peoples desire for predictability in life Safety needs focus on protection from physical harm Security needs reflect the need to provide for oneself and ones family
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Social or Belongingness Needs

Involve emotional and mental well-being Needs for affection, a sense of belonging, and group identification are powerful Two major aspects
frequent, positive interaction with consistent group framework of stable, long-term caring and concern
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Esteem Needs
Self-esteem describes how you feel about yourself Esteem needs relate to a persons selfrespect and the respect he or she receives from others
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Self-Actualization Needs
Represent a persons need for growth Fulfilling potential or realizing fullest capacities as human beings Motivates by presence, others motivate by absence Rarely fully attained
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Maslows Theory Reconsidered

Maslows theory has helped us understand behavior The hierarchy should not be taken too literally Research shows only two lowest needs are hierarchical Humans are motivated at any one time by a complex array of needs
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Herzbergs Motivation-Maintenance Theory

Maintenance factors include things people consider essential to any job Include: salary, benefits, social relationships, working conditions, policies, and administration An absence of a maintenance factor can motivate
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Motivational factors are benefits above and beyond the basic elements of a job Include: recognition, advancement, more responsibility They tend to increase worker satisfaction and can motivate employees to higher production levels
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When motivational factors are not met, workers ask for increased maintenance factors Critics point to Herzbergs assumption that all people are motivated only by higher-order needs
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The Expectancy Theory

Based on assumption that motivation is tied to whether one believes success is possible Perception is important element Expansion of self-efficacy concept
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The Expectancy Theory

Combining aspirations and expectations is even more powerful Self-fulfilling prophecy reflects a connection between your expectations of yourself and your behavior If you can conceive it and believe it, you can achieve it!
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The Goal-Setting Theory

Goals tend to motivate in four ways
provide purpose by directing attention to a specific target encourage to make the effort to achieve something specific requires sustained effort and therefore encourages persistence forces connection between the dream and reality
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The Goal-Setting Theory

Goals play a key role in bringing purpose to life Goal-setting theory requires an understanding of the criteria for developing realistic goals
Should be difficult enough to challenge, but not impossible to reach
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Figure 7.3
A Model of How Goals Can Improve Performance
Figure 7.3
Source: Robert Kreitner, Management (Boston: Houghton Mifflin, 2000). Reprinted by permission of Houghton Mifflin Company. All rights reserved.
McGregors Theory X and Theory Y

Outlines assumptions of human nature in his book: The Human Side of Enterprise Divides assumptions into two categories:
Theory X Theory Y
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Theory X: A Pessimistic View

Assumes that people
do not really want to work and must be closely supervised avoid responsibility have little or no ambition
Assumes rewards or punishments must be used
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Theory X
Managers who operate under this theory believe
workers are paid to do a good job managements function is to supervise the work and correct employees if needed
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Theory Y: An Optimistic View

Assumes work is as natural to people as play or rest Assumes people are capable of selfdirection and will learn and accept responsibility
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Theory Y
Managers who operate under this theory believe
people will become committed to organizational objectives if they are rewarded for doing so a healthy, mutually supportive work climate based on trust, openness, and respect will influence workers to give more of themselves
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Contemporary Employee Motivation Strategies

The search for better ways to motivate employees has taken on a new level of importance International competition and the age of information require different and more effective motivation strategies
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Contemporary Employee Motivation Strategies

Strong connection between peoplecentered practices, and higher profits and lower turnover Organizations that put people first and recognize wants, needs, passions, and aspirations find merit in contemporary strategies
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Motivation Through Job Design

Job rotation allows employees to move through a variety of jobs, departments, or functions Cross-training workers
Facilitates career advancement Allows a hedge against absenteeism Reduces boredom
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Job enlargement means expanding an employees duties or responsibilities Motivation is often increased when workers are encouraged to take on new skills and responsibilities Can fill strategic gaps by training in several facets of work
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Job enrichment is an attempt to make a job more desirable and satisfying Two ways
assign more difficult tasks grant more authority
Employees can find solutions to problems
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Motivation Through Incentives

Incentives are used to
improve quality reduce accidents increase sales improve attendance speed up production
Organizations often use incentives to drive results
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Motivation Through Incentives

Intrapreneurship rewards the development of new ideas Encourage employees to pursue ideas at work The company provides funds, space, and time Cash bonuses or awards for ideas and development often given to employee
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Motivation Through Learning Opportunities

Learning opportunities can be a strong motivational force Education and training are critical to individual growth and opportunity Learning can help secure the future More powerful if perceived as leading to something that motivates individual
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Motivation Through Empowerment

Empowerment means offering authority and responsibility to all ranks of an organization Can give employees a sense of pride, self-expression, and ownership Assumes employees want challenge and personal meaning from jobs Requires long-term commitment from top management
Motivation Through Others Expectations

Relationship between a persons level of motivation and the expectations of others High expectations from others leads to high performance Supervisors can communicate high and low expectations
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Self-Motivation Strategies
Go outside your comfort zone
Dont be afraid to move outside comfort zone Reflect on messages youve received from family and friends concerning success Learn to showcase your abilities Dont be afraid to toot your own horn!
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Build an immunity to cynicism
Cynicism is a destructive thinking pattern Maintain an open mind Avoid blaming management for every real or perceived problem Take time to learn why changes are being made and try to separate fact from fiction Remember that bad news gets more attention than good news
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Strive for balance
Motivation decreases when we no longer have a sense of balance in our lives Imbalance can happen when employees are not treated as whole people Take time to reflect on what is important in your life Take stock of your most satisfying experiences and then try to make the necessary adjustments
Take action
Take responsibility for the situation you are in and take action to improve it Easier to blame others, but you have power to do something that others wont or cant
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Total Person Insight

People who feel in control of life can withstand an enormous amount of change and thrive on it. People who feel helpless can hardly cope at all.
Joan Borysenko Author, Minding the body, Mending the Mind
Summary
Motivation is a major component in human relations training Internal motivation occurs when a task or duty is meaningful External motivation is initiated by another person and is usually based on a reinforcement or reward
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Summary
People are motivated by different things Motives
change over a lifetime are individualistic vary in strength and importance can only be inferred
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Summary
Maslowmotives vary in strength and importance and can be arranged in an order called a hierarchy Herzbergworkers desire more maintenance factors when motivational factors are not present
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Summary
McGregor Theory X and Theory Y, a pessimistic and an optimistic view of human behavior, respectively Expectancy theorypersonal expectations have a powerful influence on motives Goal-setting theorypeople become more focused and persistent with established, realistic goals
Summary
Contemporary theories include
Positive expectations Job rotation, job enlargement, and job enrichment Incentives such as intrapreneurship Learning opportunities Empowerment
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Summary
Self motivation is important People need to
strive to go beyond their comfort zone avoid cynicism strive for balance between work and personal life take responsibility take action
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Chapter Seven

Motivating Yourself and Others

Chapter Preview: Motivating Yourself and Others

Copyright Houghton Mifflin Company. All rights reserved.

Chapter Preview: Motivating Yourself and Others

Copyright Houghton Mifflin Company. All rights reserved.

The Complex Nature of Motivation

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Reason people do what they do

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Total Person Insight

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Motivation to Satisfy Basic Desires

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Figure 7.1 Sixteen Basic Desires in the Reiss Profile

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The Motivation Cycle

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Steps in the Motivational Cycle

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Influential Motivation Theories

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Maslows Hierarchy of Needs

The Hierarchy of Needs

Theory has three main assumptions

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Safety and Security Needs

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Social or Belongingness Needs

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Maslows Theory Reconsidered

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Herzbergs Motivation-Maintenance Theory

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Herzbergs Motivation-Maintenance Theory

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Herzbergs Motivation-Maintenance Theory

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The Expectancy Theory

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The Expectancy Theory

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The Goal-Setting Theory

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The Goal-Setting Theory

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McGregors Theory X and Theory Y

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Theory X: A Pessimistic View

Assumes rewards or punishments must be used

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Theory Y: An Optimistic View