Running head: MOTIVATION IN THE WORKPLACE

Organizational Communication Capstone Project Motivation in the Workplace: Theory and Practice

Authors Note: OLRM 250 Organizational Communications Dr. Jeffrey Yergler Sandy Johnson August 18, 2011 sajo69@msn.com

MOTIVATION IN THE WORKPLACE Abstract

There are few things worse in an average persons life than working at a job you detest. What is even worse is that your manager does nothing to make it better. Motivation, whether is it personal or in the workplace has been proven to be a fact of life throughout human nature. My purpose for selecting motivation is to discuss not only the practice of but also the theory behind motivation and why it is extremely important in the workplace.

I always go back to my days at Fabricare as a major source of motivation in my life; however, it was all negative motivation. I use Fabricare as the example of what NOT to do to your employees if you want to increase production, attendance, morale, or quality in workmanship.

I am the one who inspires and motivates others whether it is at home, with friends, at work, or on a committee. I love to see people reach higher than they dared reach before. Ferdinand Foch, renowned WWI French leader, once said, The most powerful weapon on earth is the human soul on fire. (Leading Thoughts: Building a Community of Leaders, 2009) I believe this to be true. A human soul on fire achieves remarkable things and with the right breeze spreads that fire to others. Motivation.

MOTIVATION IN THE WORKPLACE Theories of Motivation

In order to understand how motivation is affective in the workplace, one must understand how motivation works with human relations in general. There have several theories regarding different motivation styles and I will discuss the major ones here. Maslows Hierarchy of Needs Abraham Maslow (1908-1970) was a renowned Russian psychologist. In the late 60s he (and Carl Rogers) became one of the founding fathers and driving force behind a new school of psychological thought called the humanistic theory. According to the humanistic theory people are motivated to realize their highest personal potential. Although this motivation is thought to be inborn, it is also recognized that the environment is strongly influential. Without support and encouragement from family, friends, social, environment, and cultural we wouldnt be apt to achieve our highest potential. (Simons, Irwin, & Drinnien, 1987) In 1943 Maslow wrote a paper called The Theory of Motivation and he developed the Hierarchy of Needs. This theory states, that human behavior seeks either to increase need satisfaction or to avoid a decrease in need satisfaction. (pg. 141) Here is a general overview of Maslows ever-popular Hierarchy of Needs; however, I inverted the pyramid to show basic human needs as the top, largest layer of human nature. Without the most basic of needs we could never achieve self-actualization. Physiological Needs These include the most basic needs that are vital to survival, such as the need for water, air, food and sleep. Maslow believed that these needs are the most basic and instinctive needs in the hierarchy because all needs become secondary until these physiological needs are met.

MOTIVATION IN THE WORKPLACE Security Needs These include needs for safety and security. Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods and shelter from the environment.

Social Needs These include needs for belonging, love and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups.

Esteem Needs After the first three needs have been satisfied, esteem needs becomes increasingly important. These include the need for things that reflect on self-esteem, personal worth, social recognition and accomplishment. It is this need which we deal with the most in the workplace.

Self-actualizing Needs This is the highest level of Maslows hierarchy of needs. Self-actualizing people are selfaware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential.

(Simons, Irwin, & Drinnien, 1987)

MOTIVATION IN THE WORKPLACE

Physiological Needs: Air, food, water, and sleep

Security Needs: Of self, employment, family, health, and property

Social Needs: Family, friendship, sexual intimacy

Esteem Needs: Self-esteem, confidence, accomplishment, respect, self-worth

Self-Actualization Needs: Self-aware, lack of prejudice, creative, fulfill potential

Maslows Hierarchy of Needs (Johnson, 2011)

MOTIVATION IN THE WORKPLACE Herzbergs Motivation-Hygiene (Two-Factor) Theory Frederick Herzberg (1923-2000) was a US psychologist and management theorist who

believed that 'mental health is the core issue of our times'. After a distinguished career in clinical psychology and public health administration, he became a professor of management at the University of Utah School of Business in 1972. (Herzberg, Fred(erick), 2005) Herzberg was an authority on motivation in the 1950s. He did clinical research on 200 engineers and accountants in Pittsburgh. He asked them what they liked the most and liked the least about their jobs. The result became Herzbergs Motivation-Hygiene Theory. He theorized that what produces dissatisfaction in the work environment, if corrected, will not necessarily produce satisfaction or motivation. (pg. 143) Motivation could be broken down into two parts: 1) basic (or hygiene) factors such as salary and working conditions. He identified these factors as reasons for dissatisfaction in the workplace; and 2) true motivation (motivation factors) such as recognition and achievement. He identified these factors as reasons for satisfaction in the workplace. His research challenged assumptions that employees were motivation by money and other tangible benefits and his theory is still affective today in motivational trainings. (Herzberg, Fred(erick), 2005)

Factors for Satisfaction Achievement Recognition The work itself Responsibility Advancement Growth

Factors for Dissatisfaction Company Policies Supervision Relationship with Supervisor & Peers Work Conditions Salary Status Security Herzbergs Motivation-Hygiene Theory (Johnson, 2011)

MOTIVATION IN THE WORKPLACE Practice of Motivation In his article, How to Motivate People, Ted Pollock wrote, Help them achieve, more. Given

the choice, most people prefer to do outstanding, rather than mediocre, work. Show them how to do that and you will spur them to greater achievement. He also stated that giving an employee more responsibility doesnt mean giving them more work. It means to be responsible for something of greater importance that takes a higher skill level. (Pollock, 2005) Pollocks view is just an example that parallels Herzbergs theory that factors such as responsibility and the importance of the work itself offer true motivation to an employee. Motivation in the workplace is essential to both the company and the employee. A company benefits because sick time decreases and productivity increases. An employee benefits because he becomes driven to do his best and grow with the company. There are several ways to motivate employees based on Maslows and Herzbergs theories. According to Alan Loy McGinnis, who wrote Bringing Out the Best in People, the number one rule for motivation in the workplace should be to expect the best from the people you lead. Employees have hidden talents, find them; they may seem lazy or uninterested but they are not; employees have the ability to stretch and grow if given the chance; and deep down inside each of us is the desire to succeed. (McGinnis, 1985) Another extremely important factor to motivating your employees, according to McGinnis, is to make a thorough study of each individuals needs. Its a proven fact that each employee has a different motivational factor. In other words, what motivates one employee may not motivate another. (McGinnis, 1985) Take me and my co-worker, Jeanne, as a prime example: I am motivated in my job by being allowed to further my education through courses offered at OC or various other leadership workshops and training. I am motivated by doing work that has a higher

MOTIVATION IN THE WORKPLACE level of importance and is out of my job class (although HR would cringe). My friend and coworker, Jeanne, is not motivated by those factors whatsoever. She is motivated by lax lunch breaks and work schedule, and being in her own tiny corner of OCs world. Give me a tough job and Im happy. Give her chocolates and shes happy! So, with that in mind, a good manager/leader should develop a technique for sizing up an employee. One of the best ways is by asking questions and listening to responses. Performance reviews are an optimal time to bring new motivational factors to the table. But what is more important than creating designer motivation plan for your employees? Following through with that plan!

Earlier in my paper I stated that Maslows Esteem Needs is the level we deal with the most in the workplace. Esteem Needs include self-esteem, confidence, accomplishment, respect, and self-worth. What is interesting to note is that these factors are difficult to accomplish on ones own. It takes an outside source such as a family member, friend, co-worker, or employer to help a person obtain these needs. Because an employer is with you a great part of your life, the employer becomes a critical equation in obtaining these needs. Through planning and awareness an employer, noa good leader can motivate an employee to build self-esteem, create confidence in ones abilities and job performance, accomplish higher level tasks, gain respect from others as well as for yourself, and develop the all-important self-worth. Success through motivation makes human effectiveness in the workplace a primal force to be reckoned with. Without realizing it a motivated employee, whose soul has been ignited, can become the most powerful weapon on earth to himself and his company!

MOTIVATION IN THE WORKPLACE Focus: Correctional Officer Turnover I found an interesting article regarding the high turnover of correctional officers in the southern states. This article focuses on how the concepts of Maslow hierarchy of needs and Herzberg's motivation-hygiene theory can be applied to understanding the problem of high correctional officer turnover by shedding light on work attitudes such as satisfaction. While Maslow suggested that needs, which drive behaviors associated with work attitudes (e. g., satisfaction), can be assigned to various levels, Herzberg made the distinction that needs that influence work attitudes can be met intrinsically or extrinsically. Thus, applying each theory provides a unique perspective on satisfaction in the form of the level and the type of satisfaction to be measured. (Udechukwu, 2009) Udechukwu states in his article that because of their type of work environement (prisons, inmates) correctional officers have a difficult time achieving the last upper two levels (esteem and self-actualization) of Maslows hierarchy. Once they reach the safety level the battle to achieve higher positions becomes daunting and many give up and leave the job. Correctional officers are also expected to control their emotions, remain impersonal, and engage in activities that are often conflicting. For example, they are expected to respect and nurture, yet suspect and discipline inmates and have an usthem mentality. (Udechukwu, 2009)

According to the Vermont Department of Corrections, pay, work schedule, mandatory overtime, staffing levels, opportunities for advancement, and benefits were most frequently cited as issues the correctional officers most wanted to change about their jobs to increase satisfaction. Correctional officers also frequently cited communication as a significant factor. Many correctional officers expressed the lack of two-way flow of information and voice in decisionmaking as strong factors for dissatisfaction.

MOTIVATION IN THE WORKPLACE Perceived lack of recognition was also cited as a contributor to low job satisfaction. Some correctional officers described a climate where bad performance was recognized but good performance was not. Several of them expressed a sense that their work is not valued, nor is it considered a skilled role. When asked what incentives would keep them at Department of Corrections, pay and benefits were most frequently cited; however, a number of employees also said they liked their

work and found it interesting. Here are some recommendations for higher job retention: Develop a career ladder; develop a reward and recognition program; initiate training and continuing education. They also wanted a forum for sharing their ideas for system improvement. (Marshia, 2005) No matter the job, company, or location the need for achieving esteem and self-actualization with recognition, self-worth, achievement, advancement, and growth is important in the workplace.

MOTIVATION IN THE WORKPLACE In conclusion

10

I am a highly motivated person. Even a negative situation will motivate me toward a positive direction. What is most interesting to me is the psychological theories behind motivation. What is it that drives people to do better whether its at work or home? Why is money not high on the list of motivational factors? When do we cease to be motivated? Why does the prospect of leadership motivate me and the prospect of chocolate motivate my co-worker? I can only answer for myself when I say I crave achievement and upward momentum but there has to be a driving force behind me that pushes me forever forward. I enjoy the recognition, the respect, and the immense pride in each rung of the ladder I climb. Its an incredible rush! Mostly, however, I enjoy inspiring others to experience the same rush, to achieve self-worth and self-esteem. I want others to see in themselves what I see in them, potential.

MOTIVATION IN THE WORKPLACE References

11

Herzberg, Fred(erick) (1923-2000). (2005, Sept 8). Halicon Publishing. Retrieved May 27, 2011, from eLibrary.com: http://krlrpa.krl.org:2078/elibweb Leading Thoughts: Building a Community of Leaders. (2009). Retrieved May 31, 2011, from LeadershipNow.com: http://www.leadershipnow.com/passionquotes.html Marshia, K. e. (2005, May). Report on Factors Contributing to High Attrition Rates of Correctional Officers. Retrieved June 1, 2011, from VA Department of Corrections: http://www.doc.state.vt.us/about/reports/attrition/view Pollock, T. (2005). How to Motivate People. Products Finishing , 69 (10), p. 8. Shockley-Zalabak, P. (2012). Findamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values (8th ed.). (K. Bowers, Ed.) Pearson Education, Inc. Simons, J. A., Irwin, D. B., & Drinnien, B. A. (1987). Maslow's Hierarchy of Needs. Psychology - The Search for Understanding . New York, New York, USA: West Publishing Company. Udechukwu, I. (2009, June 1). Correctional Officer Turnover: of Maslow's Needs Hierarch and Herzberg's Motivation Theory. Public Personnel Management , 38(2).