ONE MORE TIME: HOW

DO YOU MOTIVATE
EMPLOYEES?
HERZBERG
ESSENTIAL AND RE-OCCURRING MANAGERIAL
CONCERN
• How do I get an employee to do what I want?
• The psychology of motivation is complex.
• The ratio to knowledge to speculation is very large.
• What are the new forms of snake oil?
WHAT IS MOTIVATION?

• Basic characteristics:
• Effort
• Persistence
• Direction
• Goals
TWO TYPES OF MOTIVATION

• Intrinsic motivation: motivation that stems from the direct relationship between the
worker and the task – self applied.
• Extrinsic motivation: motivation that stems form the work environment external to the
task – applied by others onto the worker.
MOTIVATION AND PERFORMANCE

• Performance is the extent to which an organizational member contributes to achieving

the objectives of the organization.
• Direct link.
MOTIVATING WITH KITA

• Kita – kick the person.

• Types:
• Negative physical KITA.
• Negative psychological KITA.
• Positive KITA.
MOTIVATION BASED ON NEEDS

• Maslow’s Hierarchy of Needs:

• Physiological
• Safety
• Belongingness
• Esteem needs
• Self-actualization.
NEGATIVE PHYSICAL KITA

• It is inelegant.
• It contradicts the precious image of benevolence that most organizations cherish.
• It is a physical attack.
• Likely to end up with a Human Rights Tribunal case and in court.
• Remember: the old story – what goes around comes around.
• Employees may get you back, and in ways you may not even be aware of…
NEGATIVE PSYCHOLOGICAL KITA

• May have advantages over physical because not so visible.

• The bleeding is internal which may be far worst.
• Essentially relates to issues of power, bulling, destruction of self-esteem, and so on.
• In summary both types represents short-term gains is any.
• It is getting the person to move, but it is not motivation.
• Leads to a false sense of security and an illusion of power.
POSITIVE KITA

• System of rewards as opposed to instilling fear.

• Most managers are quick to conclude that negative KITA is not motivation but slow to
realize that positive KITA is not.
• Positive KITA is an American tradition. The organization does not kick you, you kick
yourself.
POSITIVE MYTHS ABOUT MOTIVATION

• Reducing time spent at work.

• Spiraling wages.
• Fringe benefits.
• Human Resource training.
• Sensitivity training.
• Communications.
POSITIVE MYTHS

• Two way communication.

• Job participation.
• Employee counseling.
HYGIENE VS. MOTIVATORS

• Dealing with factors affecting job attitude.

• Two independent tracks: factors leading to extreme dissatisfaction and factors leading to
extreme satisfaction.
• Removing factors dealing with extreme dissatisfaction does not get you aboard the traing
leading to satisfaction.
• Removing un-happiness in life does not mean you are now happy.
HYGIENE FACTORS

• Company policy and administration.

• Supervision.
• Relationship with supervisor.
• Work conditions.
• Salary.
• Relationship with peers.
• Personal life; relationship with subordinates, status, and security.
MOTIVATORS

• Achievement.
• Recognition.
• Work itself.
• Responsibility.
• Advancement.
• Growth.
HORIZONTAL AND VERTICAL JOB LOADING

• In attempting to enrich certain jobs management often reduces the personal contribution of employees
rather than giving them the opportunity for growth.
• This is horizontal loading.
• Typical managerial problem – not really engaging the employee and does not lead to motivation.
• Horizontal means to enlarge the scope of the job which means greater meaninglessness.
• Example: increase production and piece-meal pay for increase production.
• Horizontal – linking pay to performance on production jobs
• Vertical loading is providing motivational factors.
JOB DESIGN AS A MOTIVATOR

• Job design: the structure, content, and configuration of a person’s work tasks and roles.
• Job characteristics model: looks at skills, degree of autonomy, task significance, task
identity, and degree of feedback.
 PRINCIPLES OF VERTICAL JOB
LOADING
• Remove some controls while retaining accountability

• Increase accountability of individuals for own work

• Give person a complete natural unit of work

• Grant additional authority; job freedom

• Make periodic reports directly available to workers themselves rather

than supervisors

• Introduce new, more difficult tasks

• Assign workers to specialized tasks, enabling them to become

experts
STEPS FOR JOB ENRICHMENT

• Select jobs that do not require massive investments.

• Select jobs where the attitudes are poor.
• Maintaining hygiene factors are costly to maintain.
• Choose jobs where motivation will make a positive contribution.
• Approach jobs with a conviction that they can be changed.
• Brainstorm to create a list of factors that may enrich the jobs.
JOB ENRICHMENT

• Screen the list to eliminate hygiene factors.

• Eliminate horizontal factors.
• Experiment.
• Be prepared to change.
• Expect anxiety because we are dealing with change.
MANAGEMENT BY OBJECTIVES

• This is an elaborate, systematic, on-going program designed to facilitate goal

establishment, goal accomplishment, and employee development.
• Organizations have goals and needs.
• Employees also have goals and needs.
• Alignment of the two = better performance and higher degree of motivation.
CONCLUSION

• Job enrichment is not a one time proposition.

• Continuous management function.
• Not all jobs can be changed.
• Not all jobs can be enriched.
• If you have employees on a job, use them.
• If you cannot use them, get rid of them by means of automation or by selecting an employee
with lesser ability.
• If you cannot get rid of them, you will have a motivation problem.