C H A P T E R: F I V E

Motivation in the Workplace

Motivation Through Recognition

Fairmont Hotels (shown in photo) and other Canadian firms are returning to good old-fashioned praise and recognition to motivate staff.
Courtesy of Fairmont Hotels & Resorts

Challenges of Motivating Employees

Revised employment relationship

 Due to globalization, technology, restructuring  Potentially undermines trust and commitment

Flatter organizations

 Fewer supervisors to monitor performance

Changing workforce

 Gen-X/Gen-Y bring different expectations

Maslows Needs Hierarchy Objectives

Holistic

 integrative view of needs rather than studying

each need in isolation of others

Humanistic

 responses to higher needs are influenced by

social dynamics, not just instinct

Positivistic

 need gratification is just as important as need

deprivation

Maslows Needs Hierarchy Theory

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

SelfSelfactualactualization

Esteem Belongingness Safety Physiological

Maslows Needs Hierarchy Theory

Need to know SelfSelfactual ization

 Lowest unmet need has

strongest effect

Need for beauty

 When lower need is satisfied,

next higher need becomes the primary motivator

Esteem

Belongingness

 Self-actualization -- a growth
need because people desire more rather than less of it when satisfied

Safety

Physiological

Evaluating Maslows Theory

Need to know SelfSelfactual ization

 Lack of support for theory  Needs dont cluster around

Maslows categories

Need for beauty

Esteem

 Needs change more rapidly than

Maslow stated

Belongingness

 Primary needs arent always

lowest in the hierarchy

Safety

 Values influence needs  Conclusion: Needs hierarchy

might vary from one person to the next (not innate or universal)

Physiological

Four-Drive Theory
Need to take/keep objects and experiences Basis of hierarchy and status Need to form relationships and social commitments Basis of social identity Need to satisfy curiosity and resolve conflicting information Basis of self-actualization Need to protect ourselves A reactive (not proactive) drive Basis of fight or flight

Drive to Acquire

Drive to Bond

Drive to Learn

Drive to Defend

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

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. Social skill set determines how to translate drives into needs and effort

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Four Drive Theory of Motivation

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

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Learned Needs Theory

Some needs can be learned. Need for achievement

Desire for challenging and somewhat risky goals, feedback, recognition

Need for affiliation

   

Desire to seek approval, conform, and avoid conflict Try to project a favourable self-image

Need for power

Desire to control ones environment Personalized versus socialized power

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Recognition vs Money at Encana

Many Encana employees who received a High Five card from co-workers displayed them in their offices rather than redeem them for the $5 value. This small symbol of recognition was worth far more than the monetary value of the cards.

Courtesy of Encana Corp.

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Implications of Needs/Drives Theories

Four drive theory

provide a balanced opportunity for employees to fulfill drives employees continually seek fulfillment of drives avoid having conditions support one drive over others allow employees to self-actualize power of positive experiences
Courtesy of Encana Corp.

Maslow

Offer employees a choice of rewards

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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 -

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Increasing E-to-P Expectancy

Train employees Select people with required competencies Provide role clarification Provide sufficient resources Provide coaching and feedback

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Increasing P-to-O Expectancy

Measure performance accurately Describe outcomes of good and poor performance Explain how rewards are linked to past performance

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Increasing Outcome Valences

Ensure that rewards are valued Individualize rewards Minimize countervalent outcomes

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Goal Setting at Incos Copper Cliff

Courtesy of Inco Ltd.

At Incos Copper Cliff smelter in Sudbury, Ontario, production and maintenance goals are established and posted in a highly visible location. Feedback sessions help keep goal completion on track while involving employees in the process.

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Effective Goal Setting

Specific Relevant Challenging Commitment Participation Feedback

Task Effort

Task Performance

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Goal Difficulty and Performance

High

Task Performance

Area of Optimal Goal Difficulty

Low

Moderate

Challenging

Impossible

Goal Difficulty
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Characteristics of Effective Feedback

Specific

Credible

Effective Feedback

Relevant

Sufficiently frequent

Timely

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Multisource (360-degree) Feedback

Supervisor Customer Project leader

CoCo-worker

Evaluated Employee

CoCo-worker

Subordinate Subordinate
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Subordinate

Executive Coaching
Uses various behavioural methods to help clients identify and achieve goals Just-in-time personal development using feedback and other techniques Improves performance, but varied techniques makes it difficult to pinpoint what is effective

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Preferred Feedback Sources

Depends on the situation Nonsocial sources (gauges, printouts)

 Better for goal progress  Considered more accurate, less damaging

Social sources (supervisor, co-workers)

 Better for good news feedback  Improves self-image and esteem

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Inequity of British Fat Cats

British protesters (including company employees) express their anger over unfair executive pay by dressing as fat cats in business suits outside the companys annual general meetings.
Simon Clark

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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


Simon Clark

we compare our ratio not easily identifiable

Equity evaluation  compare outcome/input ratio

with the comparison other

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Overreward vs Underreward Inequity

Comparison Other You
Outcomes Outcomes Inputs Inputs

Overreward Inequity

Underreward Inequity

Outcomes Outcomes Inputs Inputs

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Correcting Inequity Feelings

Actions to correct inequity Reduce out inputs Increase our outcomes Increase others inputs Reduce others outputs Change our perceptions Change comparison other Leave the field Example Less organizational citizenship Ask for pay increase 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

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Equity Sensitivity
Benevolents

  

Tolerant of being underrewarded

Equity Sensitives
Want ratio to be equal to the comparison other

Entitleds
Prefer receiving proportionately more than others

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Organizational Justice Components

Distribution Principles

Distributive Justice Perceptions

Emotions Attitudes

Structural Rules

Social Rules

Procedural Justice Perceptions

Behaviours

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Procedural Justice Structural Rules

Voice BiasBias-Free Knowledgeable

Consistent Listens to all Appealable

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C H A P T E R: F I V E

Motivation in the Workplace