MOTIVATION

Some Myths on motivation:

"I can motivate people"
"Money is a good motivator"
"Fear is a good motivator

"I know what motivates me, so I know what motivates my

employees"

"Increased job satisfaction means increased job performance"

Drives and Needs

Self-concept, social norms, and
past experience

Needs
(primary
needs)

Drive

Decisions
and
Behavior

Need Theories: A Comparison

Growth needs

5. Self-actualization needs
4. Esteem needs

Growth needs

Deficiency Needs

3. Social needs
2. Safety needs

Relatedness needs

Existence needs

1. Physiological needs

slows need hierarchy theory

Alderfers ERG theory

4

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

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

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 -

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
Increasing P-to-O Expectancies
Measure performance accurately
More rewards for good performance
Explain how rewards are linked to performance

Application of Expectancy Theory

Clarify expectancies between effort and
performance and follow through with rewards.
Pay for performance
Stock option plans and other incentive
programs
Provide valued rewards
Cafeteria-style benefits

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

Perceptions of how fairly rewards are

distributed
Theory 1: Exchange Theory
If Inputs = Outputs

Effort,
Motivation,
Performance,
Skills,
Expertise

Rewards
Bonus
Promotions
Pay Raise
Recognition

Satisfaction

O
I

=1

Theory 2: Equity Theory -- Compare I/O ratios

to others

Self

Other

Outcome

Outcome

Input

Input

Satisfaction

Correcting Inequity Feelings

Actions to correct inequity

Example

Less organizational
Reduce inputs
citizenship
Increase outcomes Ask for pay increase
Increase others
Ask coworker to work
inputs
harder
Ask boss to stop giving
Reduce others
other preferred
outputs
treatment
Start thinking that
Change our
others perks arent
perceptions
really so valuable
Change comparison Compare self to someone
other
closer to your situation

Two Factor Theory

Hygiene Factors

Motivation Factors

Supervisors
Working Conditions

Achievement
Recognition

Interpersonal
Relations
Pay & Security

The Work Itself

Responsibility

Company Policies &

Administration
Dissatisfaction

Advancement &
Growth
Satisfaction

Mc Clellands Achievement Motivation

Theory
Based on recognition of three needs in
work-place situations:
Need for achievement
Need for affiliation
Need for power

Porter Lawler Model

William Ouchi Theory

A management philosophy that stresses

employee participation in all aspects of
company decision making

Variations on Theory Z

Participative Management
Employee Involvement
Self-Directed Work Teams (SDWT)

Goal Setting
Peoples Behavior is Guided by Intentions
Goals provide direction
Specific goals are
more effective
Goals mobilize behavior
Difficult goals
generate more effort
Feedback about goal attainment sustains behavior.

Goal Commitment

Publically stated goals

+
High nAch
+
Internal Locus of Controll

Commitment to
Goals

Goal Setting Applications

Management by Objectives (MBO)
Employees and managers jointly make goals
They also work out the details for reaching
those goals. Performance is regularly
monitored.
Organizational Behavioral Management
(OBM) Application of goal setting (or other
behavioral science technology) to change
the behavior of large units within the
organization

Motivating Jobs Through Job Redesign

Scientifically managed jobs: boring, repetitive, few
skills utilized
Job Enlargement: add more tasks of similar skill level
to the job Horizontal Loading
Job Enrichment: add more responsibility and
autonomy to the job Vertical Loading

Employee Recognition Programs

Intrinsic rewards: Stimulate Intrinsic
Motivation
Personal attention given to employee
Approval and appreciation for a job
well done
Growing in popularity and usage
Benefits of Programs
Fulfill employees desire for recognition
Inexpensive to implement
Encourages repetition of desired behaviors
Drawbacks of Programs
Susceptible to manipulation by
management

Implications for Managers

In Order to Motivate Employees

Recognize individual differences

Use goals and feedback
Allow employees to participate in
decisions that affect them
Link rewards to performance
Check the system for equity

Some innovative approaches by

They focus on happy, committed employees :

Laundry service
Gourmet meals & snacks

Colgate-Palmolive provides new parents three

additional weeks of paid leave in addition to the
leave mandated by the Family Leave Act.

Adverse of a De-Motivated Staf

Absenteeism costs a typical large company more
than $3 million a year!
Low Productivity
Unethical Practices
Theft and list can be thought of !!!

Basic Principles
Motivating employees starts with motivating yourself
Key to supporting the motivation of your employees is
understanding what motivates each of them
Recognize that supporting employee motivation is a
process, not a task- Organizations change all the time
Reward it when you see it
Reward it soon after you see it

Motivation in the Public Sector

There is a persistent and widespread belief that

people who work in the public sector are
fundamentally unmotivated

 Rewards and incentives available for use by

public sector managers, particularly in terms of
pay and promotion are different from the
private sector
Many people who pursue public sector careers
are less achievement oriented and primarily
attracted to public service for job security
Motivation is said to be more complex in public
organizations because the goals are often more
ambiguous than those in the private sector,
where clear-cut motive is profit

A zero wage increase again

What outcomes does Mark seem to want to achieve

by addressing wages/rewards
Contrast the outcomes that might be expected in
the following two scenarios
Mark uses the process improvement savings to
give a three percent wage increase to all
employees
Mark uses the money currently available in the
budget to give a raise to Aaron, Simon and
Wesley
only

 As a consultant to Mark would you advise him to

give raise to all, to none, or to deserving
minority? Explain your reasoning and how you
would mitigate against possible repercussions
Design a reward system that will improve the
behaviour of employees like Anna, Marie and
Dougie