09/10/2012

Motivation in the Workplace

Motivation
Motivation - the process of arousing and sustaining goaldirected behavior Direction Intensity Persistence

Motivation Through Recognition

Courtesy Sanova Panafric Hotel

Panfric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition.

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Challenges of Motivating Employees

Revised employment relationship
Due to globalization, technology, restructuring Potentially undermines trust and commitment

Flatter organizations
Fewer supervisors to monitor performance

Changing workforce
Gen-X/Gen-Y bring different expectations

Maslows Needs Hierarchy Objectives

Holistic
integrative view of needs rather than studying each need in isolation of others

Humanistic
responses to higher needs are influenced by social dynamics, not just instinct

Positivistic
need gratification is just as important as need deprivation

Maslows Needs Hierarchy Theory

Seven categories capture most needs Five categories placed in a hierarchy
Self-actualSelfactualization Esteem

Need to know Need for beauty

Belongingness

Safety

Physiological

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Maslows Needs Hierarchy Theory

Need to know SelfSelfactualactual ization

Lowest unmet need has strongest effect When lower need is satisfied, next higher need becomes the primary motivator Self-actualization -- a growth need because people desire more rather than less of it when satisfied

Need for beauty

Esteem

Belongingness

Safety

Physiological

Evaluating Maslows Theory

Need to know SelfSelfactualactual ization

Lack of support for theory Values influence needs

Need for beauty

People have different needs

Esteem

hierarchies -- not universal Maslows categories dont cover all needs Needs change more rapidly than Maslow stated

Belongingness

Safety

Physiological

Motivational Theories X & Y

Theory X
A set of assumptions of how to manage individuals who are motivated by lower order needs

Theory Y
A set of assumptions of how to manage individuals who are motivated by higher order needs.

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Human Needs, Theory X, and Theory Y

SA Esteem Love (Social) Safety & Security

Theory Y

Theory X
Physiological

McGregors Assumptions About People Based on Theory X

Naturally indolent Lack ambition, dislike responsibility, and prefer to be led Inherently self-centered and indifferent to organizational needs Naturally resistant to change Gullible, not bright, ready dupes

McGregors Assumptions About People Based on Theory Y

Passive and resistant behaviors not inherent: result of organizational experience People possess
Motivation Development potential Capacity for assuming responsibility Readiness to direct behavior toward organizational goals

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McGregors Assumptions About People Based on Theory Y

Managements task - arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals
Individuals goals Organizations goals

Alderfers ERG Theory

SA Esteem Love (Social) Safety & Security

Growth Relatedness

Existence
Physiological

McClellands Need Theory: Need for Achievement

Need for Achievement - a manifest (easily perceived) need that concerns individuals issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

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McClellands Need Theory: Need for Power

Need for Power - a manifest (easily perceived) need that concerns an individuals need to make an impact on others, influence others, change people or events, and make a difference in life

McClellands Need Theory: Need for Affiliation

Need for Affiliation - a manifest (easily perceived) need that concerns an individuals need to establish and maintain warm, close, intimate relationships with other people

Three Motivational Need Theories

Maslow SelfSelf -actualization Esteem Higher self Order interpersonal
Needs

McGregor

Alderfer Growth

McClelland Need for Achievement Need for Power

Theory Y Relatedness

Belongingness (social & love) Safety & Security interpersonal physical Physiological

Need for Affiliation

Lower Order Needs

Theory X

Existence

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Herzbergs Two-Factor Theory

Motivation Factor work condition related to the satisfaction of the need for psychological growth
job enrichment leads to superior performance & effort

Herzbergs Two-Factor Theory

Hygiene Factor work condition related to dissatisfaction caused by discomfort or pain
maintenance factor contributes to employees feeling not dissatisfied contributes to absence of complaints

Motivation-Hygiene Theory of Motivation

Company policy & administration Supervision Interpersonal relations Working conditions Salary Status Security

Motivation factors increase job satisfaction

Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary?

Hygiene factors avoid job dissatisfaction

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Motivation-Hygiene Combinations

High M High H Low H

Low M

high motivation low motivation few complaints few complaints high motivation low motivation many complaints many complaints
(Motivation = M, Hygiene = H)

Four-Drive Theory
Drive to Acquire
Need to take/keep objects and experiences Basis of hierarchy and status Need to form relationships and social commitments Basis of social identity Need to satisfy curiosity and resolve conflicting information Basis of self-actualization Need to protect ourselves Reactive (not proactive) drive Basis of fight or flight

Drive to Bond

Drive to Learn

Drive to Defend

Features of Four Drives

Innate and hardwired -- everyone has them Independent of each other (no hierarchy of drives) Complete set -- no drives are excluded from the model

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How Four Drives Affect Needs

1.

Four drives determine which emotions are automatically tagged to incoming information Drives generate independent and often competing emotions that demand our attention Social skill set determines how to translate drives into needs and effort

2.

3.

Four Drive Theory of Motivation

Drive to Acquire Drive to Bond Drive to Learn Drive to Defend
Social norms Personal values Past experience

Mental skill set resolves competing drive demands

Goal-directed choice and effort

Mental skill set uses social norms, personal values, and experience to translate competing drives into needs and effort

Learned Needs Theory

Some needs can be learned Need for achievement
Desire for challenging and somewhat risky goals, feedback, recognition

Need for affiliation

Desire to seek approval, conform, and avoid conflict Try to project a favorable self-image

Need for power

Desire to control ones environment Personalized versus socialized power

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Implications of Needs/Drives Theories

Four-drive theory
provide a balanced opportunity for employees to fulfill drives employees continually seek fulfillment of drives avoid having conditions support one drive over others

Maslow
allow employees to self-actualize power of positive experiences

Offer employees a choice of rewards

Expectancy Theory of Motivation

E-to-P Expectancy P-to-O Expectancy Outcomes & Valences

Outcome 1
+ or -

Effort

Performance

Outcome 2
+ or -

Outcome 3
+ or -

Increasing E-to-P Expectancy

Train employees Select people with required competencies Provide role clarification Provide sufficient resources Provide coaching and feedback

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Increasing P-to-O Expectancy

Measure performance accurately Describe outcomes of good and poor performance Explain how rewards are linked to past performance

Increasing Outcome Valences

Ensure that rewards are valued Individualize rewards Minimize countervalent outcomes

Goal Setting at Speedera

Speedera Networks employees achieved a challenging revenue goal in one quarter, for which all employees in California and India were rewarded with a free Hawaiian trip.
Courtesy of Akamai

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Effective Goal Setting

Specific Relevant Challenging Commitment Participation Feedback Task Effort Task Performance

Goal Difficulty and Performance

High

Task Performance

Area of Optimal Goal Difficulty

Low

Moderate

Challenging

Impossible

Goal Difficulty

Characteristics of Effective Feedback

Specific

Credible

Effective Feedback
Timely

Relevant

Sufficiently frequent

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Multisource (360-degree) Feedback

Supervisor Customer Project leader

CoCo-worker

Evaluated Employee

CoCo-worker

Subordinate Subordinate

Subordinate

Executive Coaching
Uses various behavioral methods to help clients identify and achieve goals Just-in-time personal development using feedback and other techniques Generally effective, but many techniques make it difficult to pinpoint what is effective

Preferred Feedback Sources

Depends on the situation Nonsocial sources (gauges, printouts)
Better for goal progress Considered more accurate, less damaging

Social sources (supervisor, co-workers)

Better for good news feedback Improves self-image and esteem

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Keeping Pay Equitable at Costco

Costco Wholesale CEO Jim Sinegal (shown in this photo) thinks the large wage gap between many executives and employees is blatantly unfair. Having an individual who is making 100 or 200 or 300 times more than the average person working on the floor is wrong, says Sinegal, whose salary and bonus are a much smaller multiple of what his staff earn.

Organizational Justice
1.

2.

3.

Distributive justice Perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others Procedural justice Perceived fairness of the procedures used to decide the distribution of resources Interactional justice Perceived fairness of the interpersonal treatment and explanations received during the decision making process

Organizational Justice Components

Distribution Principles

Distributive Justice Perceptions

Emotions Attitudes

Structural Rules

Procedural Justice Perceptions

Behaviors

Social Rules

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Procedural Justice Structural Rules

Voice BiasBias -Suppression Correctability / Appealable Consistency Accuracy Ethicality

Elements of Equity Theory

Outcome/input ratio
inputs -- what employee contributes (e.g., skill) outcomes -- what employee receives (e.g., pay)

Comparison other
person/people against whom we compare our ratio not easily identifiable

Equity evaluation
compare outcome/input ratio with the comparison other

Overreward vs Underreward Inequity

Comparison Other You
Outcomes Outcomes Inputs Inputs

Overreward Inequity

Underreward Inequity

Outcomes Outcomes Inputs Inputs

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Equity and Inequity at Work

Person Equity Negative Inequity Positive Inequity Comparison other

Outcomes = Outcomes Inputs Inputs Outcomes < Inputs Outcomes > Inputs Outcomes Inputs Outcomes Inputs

Correcting Inequity Feelings

Actions to correct inequity
Reduce out inputs Increase our outcomes Increase others inputs Reduce others outputs Change our perceptions Change comparison other Leave the field

Example
Less organizational citizenship Ask for pay increase Ask coworker to work harder Ask boss to stop giving other preferred treatment Start thinking that others perks arent really so valuable Compare self to someone closer to your situation Quit job

Equity Sensitivity
Benevolents
Tolerant of being underrewarded

Equity Sensitives
Want ratio to be equal to the comparison other

Entitleds
Prefer receiving proportionately more than others

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New Perspectives on Equity Theory

I prefer an equity ratio equal to that of my comparison other

Equity Sensitive

New Perspectives on Equity Theory

I am comfortable with an equity ratio less than that of my comparison other

Benevolent

New Perspectives on Equity Theory Entitled

I am comfortable with an equity ratio greater than that of my comparison other

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