Courtesy Sarova Panafric Hotel

Employee Motivation: Foundations and Practices

Chapter Five

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Courtesy Sarova Panafric Hotel

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

Motivating Staff at Sarova Panafric Hotel

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Motivation Defined
The forces within a person that affect the direction, intensity, and persistence of voluntary behavior Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

5-3

Drives and Needs

Drives (aka-primary needs, fundamental needs, innate motives)

Neural states that energize individuals to correct deficiencies or maintain an internal equilibrium Prime movers of behavior by activating emotions

Self-concept, social norms, and past experience

(primary needs)

Drives

Needs

Decisions and Behavior

5-4

Drives and Needs

Needs

Goal-directed forces that people experience.

Drive-generated emotions directed toward goals

Goals formed by self-concept, social norms, and experience

Self-concept, social norms, and past experience

(primary needs)

Drives

Needs

Decisions and Behavior

5-5

Maslows Needs Hierarchy Theory

Seven categories capture most needs Five categories placed in a hierarchy
Need to know Need for beauty

Selfactualization

Esteem Belongingness

Safety
Physiological

5-6

Maslows Needs Hierarchy Theory

Need to know

Selfactual 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

5-7

Evaluating Maslows Theory

Need to know

Lack of support for theory Maslows needs arent as separate as assumed People progress to different needs Needs change more rapidly than Maslow stated

Selfactual ization

Need for beauty

Esteem

Belongingness

Safety

Physiological

5-8

What Maslow Contributed to Motivation Theory

More holistic

integrative view of needs

Influence of social dynamics, not just instinct Pay attention to strengths, not just deficiencies

More humanistic

More positivistic

5-9

Whats Wrong with Needs Hierarchy Models?

Wrongly assume that everyone has the same needs hierarchy (i.e. universal) Instead, likely that each person has a unique needs hierarchy

Shaped by our self-concept -- values and social identity

5-10

Learned Needs Theory

Drives are innate (universal) Needs are amplified or suppressed through selfconcept, social norms, and past experience Therefore, needs can be learned (i.e. strengthened or weakened through training)

5-11

Three Learned Needs

Need for achievement

Values competition against a standard of excellence; Want reasonably challenging goals Desire to seek approval, conform to others wishes Avoid conflicts Desire to control ones environment Personalized versus socialized power

Need for affiliation

Need for power

5-12

Four-Drive Theory
Drive to take/keep objects and experiences Basis of hierarchy and status Drive to form relationships and social commitments Basis of social identity Drive to satisfy curiosity and resolve conflicting information

Drive to Acquire

Drive to Bond

Drive to Learn

Drive to Defend

Need to protect ourselves Reactive (not proactive) drive Basis of fight or flight
5-13

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

5-14

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

2.

3.

5-15

Four Drive Theory of Motivation

Drive to Acquire Drive to Bond Drive to Learn Drive to Defend
Social norms Person al 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

5-16

Implications of Four Drive Theory

Provide a balanced opportunity for employees to fulfill all four drives
1. employees continually seek fulfillment of drives 2. avoid having conditions support one drive over

others

5-17

Expectancy Theory of Motivation

Employee Motivation: Foundations and Practices

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

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 -

5-19

Increasing E-to-P-to-O Expectancies

Increasing E-to-P Expectancies

Assuring employees they have competencies Person-job matching Provide role clarification and sufficient resources Behavioral modeling
Measure performance accurately More rewards for good performance Explain how rewards are linked to performance

Increading P-to-O Expectancies

5-20

Increasing Outcome Valences

Ensure that rewards are valued

Individualize rewards
Minimize countervalent outcomes

5-21

Goal Setting and Feedback

Employee Motivation: Foundations and Practices

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Effective Goal Setting

The process of motivating employees and clarifying their role perceptions by establishing performance objectives Effective goals are:

Specific Relevant Challenging Commitment Participation (sometimes) Feedback

5-23

Characteristics of Effective Feedback

Specific

Credible

Effective Feedback

Relevant

Sufficiently frequent

Timely

5-24

Evaluating Goal Setting and Feedback

Goal setting is one of the most respected theories in terms of validity and usefulness Goal setting/feedback limitations:

Focuses employees on measurable performance Tied to pay - employees motivated to set easy goals Goal setting interferes with learning process in new, complex jobs

5-25

Organizational Justice

Employee Motivation: Foundations and Practices

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

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

5-27

Correcting Inequity Feelings

Actions to correct inequity
Reduce our inputs Increase our outcomes

Example
Less organizational citizenship Ask for pay increase

Increase others inputs

Reduce others outputs Change our perceptions Change comparison other Leave the field

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

5-28

Procedural Justice
Perceived fairness of procedures used to decide the distribution of resources Higher procedural fairness with:

Voice Unbiased decision maker Decision based on all information Existing policies consistently Decision maker listened to all sides Those who complain are treated respectfully Those who complain are given full explanation
5-29

Job Design and Empowerment

Employee Motivation: Foundations and Practices

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Job Design
Assigning tasks to a job, including the interdependency of those tasks with other jobs Organization's goal -- to create jobs that allow work to be performed efficiently yet employees are motivated and engaged

5-31

Job Specialization
Dividing work into separate jobs that include a subset of the tasks required to complete the product or service Scientific management

advocates job specialization also emphasized person-job matching, training, goal setting, work incentives

5-32

Evaluating Job Specialization

Advantages
Less time changing activities Lower training costs Job mastered quickly Better person-job matching

Disadvantages
Job boredom Higher absenteeism/turnover Lower work quality Lower motivation

5-33

Job Characteristics Model

Core Job Characteristics Critical Psychological States Outcomes

Skill variety Task identity Task significance Autonomy Feedback from job

Meaningfulness

Work motivation

Growth satisfaction
Responsibility Knowledge of results General satisfaction Work effectiveness

Individual differences
5-34

Job Enrichment
Given more responsibility for scheduling, coordinating, and planning ones own work 1. Clustering tasks into natural groups

Stitching highly interdependent tasks into one job e.g., video journalist, assembling entire product

2. Establishing client relationships

Directly responsible for specific clients Communicate directly with those clients

5-35

Dimensions of Empowerment

Selfdetermination

Employees feel they have freedom and discretion

Meaning

Employees believe their work is important

Competence

Employees have feelings of selfefficacy Employees feel their actions influence success
5-36

Impact

Supporting Empowerment
Individual factors

Possess required competencies, able to perform the work Autonomy, task identity, task significance, job feedback
Resources, learning orientation, trust

Job design factors

Organizational factors

5-37

Courtesy Sarova Panafric Hotel

Employee Motivation: Foundations and Practices

Chapter Five

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.