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

Drives
(primary
needs)

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

Drives
(primary
needs)

Needs

Decisions
and
Behavior

5-5

Maslows Needs Hierarchy Theory

Seven categories
capture most needs
Five categories placed
in a hierarchy

Selfactualization

Need to
know
Need for
beauty

Esteem
Belongingness
Safety
Physiological

5-6

Maslows Needs Hierarchy Theory

Selfactual
ization

Esteem

Belongingness

Safety

Need to
know

Need for
beauty

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

Physiological

5-7

Evaluating Maslows Theory

Selfactual
ization

Need to
know

Lack of support for theory

Need for
beauty

Maslows needs arent as

separate as assumed

Esteem

Belongingness

People progress to different

needs

Safety

Needs change more rapidly

than Maslow stated

Physiological

5-8

What Maslow Contributed to Motivation Theory

More holistic

integrative view of needs

More humanistic

Influence of social dynamics, not just instinct

More positivistic

Pay attention to strengths, not just deficiencies

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
self-concept, 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

Need for affiliation

Desire to seek approval, conform to others wishes

Avoid conflicts

Need for power

Desire to control ones environment

Personalized versus socialized power
5-12

Four-Drive Theory

Drive to Acquire

Drive to take/keep objects and

experiences
Basis of hierarchy and status

Drive to Bond

Drive to form relationships and

social commitments
Basis of social identity

Drive to Learn

Drive to satisfy curiosity and

resolve conflicting information

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

2.

Drives generate independent and often

competing emotions that demand our
attention

3.

Mental skill set uses social norms, personal

values, and experience to translate
competing drives into needs and effort
5-15

Four Drive Theory of Motivation

Drive to
Acquire
Drive to
Bond
Drive to
Learn

Social
norms

Person
al
values

Past
experience

Mental skill set resolves

competing drive demands

Goal-directed
choice and effort

Drive to
Defend

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

Increading P-to-O Expectancies

Measure performance accurately

More rewards for good performance
Explain how rewards are linked to performance

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
Specific

Credible
Credible

Effective
Feedback

Sufficiently
Sufficiently
frequent
frequent

Relevant
Relevant

Timely
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

Example

Reduce our inputs

Less organizational citizenship

Increase our outcomes

Ask for pay increase

Increase others inputs

Ask coworker to work harder

Reduce others outputs

Ask boss to stop giving other

preferred treatment

Change our perceptions

Start thinking that others perks arent

really so valuable

Change comparison other

Compare self to someone closer to

your situation

Leave the field

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

Disadvantages
Job boredom

Lower training costs

Higher
absenteeism/turnover

Job mastered quickly

Lower work quality

Better person-job
matching

Lower motivation

5-33

Job Characteristics Model

Core Job
Characteristics

Critical
Psychological
States

Outcomes

Work
motivation

Skill variety
Task identity
Task significance

Meaningfulness

Autonomy

Responsibility

General
satisfaction

Feedback
from job

Knowledge
of results

Work
effectiveness

Growth
satisfaction

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

Meaning

Competence

Impact

Employees feel they have

freedom and discretion
Employees believe their work is
important

Employees have feelings of selfefficacy

Employees feel their actions
influence success
5-36

Supporting Empowerment
Individual factors

Possess required competencies, able to perform

the work

Job design factors

Autonomy, task identity, task significance, job

feedback

Organizational factors

Resources, learning orientation, trust

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.