Motivation

MHR 3200 Dr. Larry Inks Department of Management and Human Resources Fisher Co ege of !usiness "he #hio $tate %ni&ersity

Overview
Moti&ation and 'erformance (eed)!ased "heories of Moti&ation *o+ Design "heories of Moti&ation ,-uity "heory and ,.pectancy "heory *o+ $atisfaction / Mode of ,mp oyee ,ngagement $ummary "houghts

Motivation Defined
Moti&ation 0'hysio ogica processes that arouse and direct goa )directed +eha&ior.1 ) /spects re ated to the 2o+3 interna characteristics of the person3 etc. ) /spects re ated to re4ards3 recognition3 percei&ed e-uity3 types of goa s set3 etc.

Motivation and Performance

"4o fundamenta y different kinds of moti&ation Intrinsic moti&ation ,.trinsic moti&ation

Fundamenta 0e-uation1 regarding performance6 '7/ . M . # '7'erformance /7/+i ity M7Moti&ation #7#pportunity Performance model is multiplicative

Need-Based Theories of Motivation

(eeds 'hysio ogica or psycho ogica deficiencies that dri&e +eha&ior. ) Mas o49s (eed Hierarchy "heory ) / derfer9s ,R: "heory ) McC e and9s (eed "heory

Maslows Need Hierarchy Theory

Self-Act ali!ation Needs "steem Needs Social Needs Safety Needs Physiological Needs Deficiency (eeds

:ro4th (eeds

Alderfers "#$ Theory

$rowth Needs

#elatedness Needs

"%istence Needs

Unlike Maslows Need Hierarchy, this is not a strict hierarchy theory

Mc&lellands Need Theory

Moti&ation is a function of three different needs that &ary from indi&idua to indi&idua 6 (eed for /chie&ement >n)/ch? "he desire to accomp ish something difficu t. (eed for /ffi iation >n)/ffi ? "he desire to spend time in socia re ationships and acti&ities. (eed for 'o4er >n)'o4? "he desire to inf uence3 coach3 teach3 or encourage others to achie&e.

Success in a role largely a fit between the ob and persons needs

'o( Design A))roaches to Motivation

Focuses on impro&ing satisfaction3 moti&ation and performance 4hi e reducing a+senteeism3 turno&er3 etc. *o+ ,n argement *o+ ,nrichment *o+ Rotation *o+ $haring *o+ Characteristics Mode

'o( &haracteristics Model *Hac+man , Oldham&ore 'o( &haracteristics &ritical Psychological States

O tcomes

S+ill /ariety Tas+ identity Tas+ significance A tonomy

"%)erienced meaningf lness of the wor+

High intrinsic wor+ motivation High growth satisfaction High general .o( satisfaction High wor+ effectiveness

"%)erienced res)onsi(ility for wor+ o tcomes 1nowledge of ones act al res lts

0eed(ac+ from .o(

"2 ity Theory

Has its roots in cogniti&e dissonance theory >Festinger? Cogniti&e dissonance creates psycho ogica discomfort 'sycho ogica comfort causes 0dissonance reduction1 acti&ities

Components of /dams9 ,-uity "heory Inputs #utcomes >compensation3 anything e se that is &a ued? #utcomesBInputs Ratio >can +e e-uita+ e or ine-uita+ e? "his ratio is 4hat >potentia y? creates dissonance and moti&ates +eha&ior

"2 ity Theory in O)eration

IF My #utcomes My inputs 7 D #ther9s #utcomes #ther9s Inputs

Indi&idua s may6 Increase or decrease inputs Change their outcomes Distort their perceptions of inputs andBor outcomes Distort perceptions of other9s inputs andBor outcomes Change the referent others Lea&e the organiCation

!hree possible situations for people to e"perience in e#uity theory

&oncl sions from "2 ity Theory

(eed to pay attention to perceptions of e-uity and In&o &e others in making decisions that affect them !e open to constructi&e criticism and appea s of decisions Eork hard to treat e&eryone in an e-uita+ e >not necessari y e-ua ? manner Ehere e-uity e.ists +ut is not percei&ed3 he p others understand Ehere ine-uity e.ists3 4ork to reduceBe iminate it

$ne of many situations potentially re#uiring %Managerial &ourage'

"%)ectancy Theory
"ffort "%)ectancy Performance

5
4nstr mentality

MOT4/AT4ON

O tcomes3 #ewards

5
/alence of O tcome3#eward

How $oal Setting &an Be Motivational

:oa s direct the indi&idua 9s attention and focus :oa s he p regu ate effort and moti&ate +eha&ior :oa s increase persistence :oa s he p one de&e op specific action p ans and tactics to he p in goa achie&ement

!utF:oa s (eed to !e $M/R" Specific Measura+ e Attaina+ e #e e&ant Time)!ased

6hat Do 6e 1now A(o t $oals and S ccess7

:oa s shou d +e difficu t and am+itious +ut achie&a+ e /s much as possi+ e3 try to -uantify goa s /dapt the $M/R" acronym to the type of goa s >e.g.3 easy &s. hard to -uantify? 'ro&ide feed+ack >negati&eBconstructi&e and positi&e? often %se 4hate&er type of goa setting >participati&e3 assigned3 or se f)set? seems appropriateG4ant to ma.imiCe commitment Fo o4 up on goa s3 actions and outcomes regu ar y >e.g.3 -uarter y? "reat emp oyee e-uita+ y depending on goa attainment

'o( Satisfaction vs8 "ngagement

*o+ $atisfaction6 0/n affecti&e or emotiona response to one9s 2o+.1 $atisfaction moderate y corre ated >at +est? 4ith most 4ork outcomesBmeasures. $atisfied emp oyees may not necessari y +e high performing3 inno&ati&e3 enthusiastic3 etc. ,ngagement assumes satisfaction p us a e&e of e.citement and enthusiasm a+out the 4ork3 energyBenthusiasm for the organiCation3 and passion for 4hat one does. ,ngagement more strong y corre ated 4ith turno&er >negati&e corre ation? than is satisfaction.

A Model of "m)loyee "ngagement

"m)loyee "ngagement is a meas re of how engaged9 involved9 satisfied and committed individ als feel in their .o( and as an em)loyee8 4t is meas red *e8g89 sing an em)loyee s rvey- (y loo+ing at three +ey (ehaviors6 Say6 Stay6 Serve6 ,mp oyees speak positi&e y a+out the Company to co4orkers3 potentia co4orkers3 and current and future customers. ,mp oyees strong y desire to continue 4orking for the Company. ,mp oyees e.ert e.tra effort and are dedicated to doing the +est 2o+ to contri+ute to +usiness success.

,mp oyee engagement is inf uenced and dri&en +y the fo o4ing factors6 ) Re ationships >e.g.3 4ith co4orkers3 managers3 etc.? ) #rganiCation Leadership ) #rganiCation Cu ture and 'urpose ) Hua ity of Eork Life ) Career #pportunity ) Eork /cti&ities ) "ota Compensation

A Model of "m)loyee "ngagement

Organi!ation & lt re3P r)ose #elationshi)s 6or+ Activities : ality of 6or+ ;ife &areer O))ort nity Organi!ation ;eadershi) "m)loyee "ngagement $ay

$tay

$er&e

Total &om)ensation

Model used consistently over time to assess and track engagement

A))lication<"ngagement S rvey 4tems=

,mp oyees are gi&en meaningfu decision making authority. 'eop e are treated fair y. Communication is open and honest. ,mp oyees share in the financia success of the company. I am e&a uated and re4arded +ased on my indi&idua performance. #&era 3 I fee my compensation is appropriate for the contri+ution I make to my +usiness unit. Compared to other p aces I might 4ork3 I fee I am fair y paid.

I <)point sca eF$trong y Disagree to $trong y /gree

Motivation<S mmary Tho ghts

Moti&ation is a fundamenta part of human +eha&ior. Moti&ation shapes +eha&ior in &ery po4erfu >and often predicta+ e? 4aysF+ut it can a so operate in a &ery su+t e 4ay 'eop e are moti&ated +y +oth intrinsic and e.trinsic factors Ehat moti&ates each person is uni-ueF4hich means J Common e ements of most moti&ation theories ) %nderstand 4hat re4ards are considered &a ua+ e ) $et good3 c ear3 $M/R" goa s for performance o+2ecti&es ) Make sure 2o+s are designed to +e as moti&ationa as possi+ e ) ,ffecti&e y tie re4ards to performanceBresu ts

Motivation is the engine of performance (both yours and theirs)*

#eview
Moti&ation and 'erformance (eed)!ased "heories of Moti&ation *o+ Design "heories of Moti&ation ,-uity "heory and ,.pectancy "heory *o+ $atisfaction / Mode of ,mp oyee ,ngagement $ummary "houghts

6hat : estions Do >o Have7