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Motivation

• Motivation is a fundamental management skill, - about getting people to do things .

• The top 15 percent of workers in any particular job produced from 20 to 50 percent more output than the average worker.

• Creating highly motivated and satisfied followers depends, most of all on understanding others.

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Major Questions You Should Be Able to Answer

12.1 What’s the motivation for studying motivation?

12.2 What kinds of needs motivate employees?

12.3 How do factors other than rewards affect motivation?

12.4 What’s the best way to design jobs?

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Major Questions You Should Be Able to Answer

12.5 What are the types of incentives I might use to influence behavior?

12.6 How can I use compensation and other rewards to motivate people?

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12.1 What’s the motivation for studying motivation?

the psychological processes that arouse and direct goal-directed behavior

Figure 12.1

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The psychological forces that determine the direction of a person’s behavior in an organization,

Your level of effort

Direction towards goals

Your level of persistence

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Rewards

• Extrinsic rewards payoff a person receives from others

• Intrinsic rewards Personal satisfaction a person receives

from doing something

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Question?

Bethany is writing a paper for her Management class. She already has a strong 'A' in the class, and only needs to get a C on the paper to keep her A. As she prepares the final version of the paper, she takes special care that the paper is well-written, insightful, and error-free, something that she can be proud of. Bethany is experiencing:

A. An intrinsic reward

B. High equity

C.A belongingness need

D.A hygiene factor

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The Motivation Equation

Figure 9.1Figure 9.1

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12.2 What kinds of needs motivate employees?

• Maslow hierarchy of needs• McClelland Acquired needs

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Maslows Hierarch of Needs

theory proposes that we are motivated by five levels of needs

PhysiologicalSafetyBelongingnessEsteemSelf-

actualization

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Maslow’s Hierarchy of Needs

Figure 12.2

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Maslow’s Hierarchy of Needs

Table 9.1Table 9.1

Self-Self-actualizationactualization

Self-Self-actualizationactualization

Realize one’sRealize one’s full potentialfull potential

Realize one’sRealize one’s full potentialfull potential

Use abilities Use abilities to the fullestto the fullest

Use abilities Use abilities to the fullestto the fullest

EsteemEsteemEsteemEsteem Feel good Feel good about oneselfabout oneself

Feel good Feel good about oneselfabout oneself

PromotionsPromotions and recognitionand recognition

PromotionsPromotions and recognitionand recognition

BelongingnessBelongingnessBelongingnessBelongingness Social Social interaction, loveinteraction, love

Social Social interaction, loveinteraction, love

Interpersonal Interpersonal relations, partiesrelations, parties

Interpersonal Interpersonal relations, partiesrelations, parties

SafetySafetySafetySafety Security, stabilitySecurity, stabilitySecurity, stabilitySecurity, stability Job security, Job security, health insurancehealth insurance

Job security, Job security, health insurancehealth insurance

PhysiologicalPhysiologicalPhysiologicalPhysiological Food, water, Food, water, sheltershelter

Food, water, Food, water, sheltershelter

Basic pay level Basic pay level to buy itemsto buy items

Basic pay level Basic pay level to buy itemsto buy items

NeedsNeeds DescriptionDescription ExamplesExamples

Lower-level needs must be satisfied Lower-level needs must be satisfied before higher-level needs are addressed.before higher-level needs are addressed.

Highest-level Highest-level needsneeds

Lowest-level Lowest-level needsneeds

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McClelland’s Acquired Needs Theory

states that three needs-achievement, affiliation, and power-are major motives determining people’s behavior in the workplace

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McClelland’s Needs

• Need for achievement desire to achieve excellence in challenging

tasks

• Need for affiliation desire for friendly and warm relations with

other people

• Need for power desire to be responsible for or control

other people

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Examples of McClelland’s

Need for Achievement:

I try very hard to improve my past performance

Need for Affiliation: I find myself talking with others

about business and non-business matters

Need for Power:

I strive to be in command at work

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Question?

Patty prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Patty probably has a:

A.High need for achievement

B.High need for affiliation

C.High need for power

D.Low need for achievement

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12:3 Process perspectives

• Equity theory – how fairly treated• Expectancy theory – how much you

want something and expect it• Goal Setting theory – identifying goals

that are effective

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Equity

focuses on employee perceptions as to how fairly they think they are being treated compared to others

Inputs >>>>what I do , outputs>>>> what I get

, how they compare >>> <<<

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Equity Theory

Figure 12.6

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Practical Lessons from Equity Theory

1. Employee perceptions are what count

2. Employee participation helps

3. Having an appeal process helps

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Expectancy Theory

suggests that people are motivated by two things:

(1) how much they want something and (2) how likely they think they are to get it

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Reward Reward

Expectancy theory highlights that Expectancy theory highlights that motivation is driven by motivation is driven by

expectations – is my effort worth expectations – is my effort worth the reward. the reward.

Effort vs. Reward is relative. Effort vs. Reward is relative. Equity theory shows that if Equity theory shows that if individuals believe that by individuals believe that by

exerting the same effort they will exerting the same effort they will get a lesser reward than in the get a lesser reward than in the past, they will be less likely to past, they will be less likely to

exert the effort. exert the effort.

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Expectancy Theory

• Expectancy belief that a particular level of effort will

lead to a particular level of performance

• Instrumentality expectation that successful performance of

the task will lead to the desired outcome

• Valence the value a worker assigns to an outcome

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Goal Setting Theory

Focuses on identifying the types of goals that are effective in producing high levels of motivation and explaining why goals have these effects

1. Goals should be specific

2. Goals should be challenging

3. Goals should be achievable

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Why Bother?

“When a man does not know what harbor he is making

for, no wind is the right wind.”

- Seneca, Roman philosopher

(quoted in Hughes, p. 470)

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Goal Setting is important for motivation

Goal SettingGoal Setting

Employee Employee Coaching, Coaching, Feedback, Feedback, & Support& Support

CommunicationCommunication

Employee Employee Coaching, Coaching,

Feedback, Feedback,

& & SupportSupport

AssessmentAssessmentOrganization Organization

GoalsGoals

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Benefits of Goal Setting

• Aligns employees with organizational goals and mission

• Resolves some problems early

• Invites opportunity for feedback and training

• Rewards employees

• Improves performance

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Question?

Last year, Diana’s boss promised her a big bonus if she met her goals. At the end of the year, after Diana had exceeded her goals, she found her bonus was very small. In the future, Diana’s _____ will probably be ____.

A. Valence; low

B. Instrumentality; low

C.Expectancy; low

D.Expectancy; high

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12.4 Job Design Perspectives

• Job design division of an organization’s work among

its employees and the application of motivational theories to jobs to increase satisfaction and performance

Job simplification, job enlargement, job enrichment

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Question?

Melvin, a manager, asks Edna, his subordinate, to work on one machine for three hours and then move to another machine every other hour. Melvin has engaged in:

A.Job enlargement

B.Job rotation

C.Job simplification

D.Vertical loading

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Job Characteristics Model

Figure 12.8

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Five Job Characteristics

• Skill variety• Task identity• Task significance• Autonomy• Feedback

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12.5 Reinforcement Perspectives on Motivation

• Reinforcement theory attempts to explain behavior change by

suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated

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Types of Reinforcement

• Positive reinforcement use of positive consequences to

encourage desirable behavior

• Negative reinforcement removal of unpleasant consequences

following a desired behavior

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Types of Reinforcement

• Extinction withholding or withdrawal of positive

rewards for desirable behavior, so that behavior is less likely to occur

• Punishment application of negative consequences to

stop or change undesirable behavior

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Question?

When a manager stops nagging a subordinate, the manager is using:

A.Positive reinforcement

B.Negative reinforcement

C.Punishment

D.Intrinsic motivation

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Using Reinforcement to Motivate Employees

Positive reinforcement• Reward only desirable behavior• Give rewards as soon as possible• Be clear about what behavior is desired• Have different rewards and recognize

individual differences

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12.6 Motivation & Compensation

• Employee engagement heightened emotional connection that an

employee feels for his organization, that influences him to exert greater discretionary effort in his work

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Popular Incentive Compensation Plans

• Piece rate • Sales commission • Bonuses• Profit-sharing• Gainsharing• Stock options• Pay for knowledge

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Question?

In Earl's department at Pencilchicken, Inc. employees get money based on how much the department has been able to save in costs. This is an example of a ____________ compensation plan.

A.Pay for performance

B.Pay for knowledge

C.Bonus

D.Gainsharing

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Nonmonetary Ways of Motivating Employees

• Flexible workplace• Thoughtfulness• Work-life benefits• Surroundings• Skill-building & educational

opportunities• Sabbaticals

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Management Techniques from the Best Damn Ship in the Navy• See the ship through the eyes of the

crew• Create discipline by focusing on

purpose• Listen aggressively

Focus on self esteem

Help people grow strong

Power of praise