Motivation Concepts

70% of all managers surveyed (in a recent national study) said their employees lacked motivation. Motivation remains one of major problems of modern management...

Discussion: Motivation has more to do with who you are than what you do …

Today’s Objectives

Outline the motivation process Contrast Theory X and Theory Y Differentiate motivators from hygiene factors

Conceptualize:

The characteristics that high achievers prefer Types of goals that increase performance Impact of under rewarding employees Identify key relationships in expectancy

theory

Motivation

Is the willingness to exert high levels of effort toward organizational goals,

conditioned by the effort's ability to satisfy some individual need.

Why Motivation Remains Elusive

Needs vary among individuals over time The way in which needs translate into

behavior vary widely over time Even if needs were fixed behavior may not be The way in which people react to need

fulfillment or un fulfillment vary Cultural dimensions add additional complexity

to the entire equation of employee motivation

Some Implications for Mangers

Clearly make a determination of the rewards that would be valued by each employee

Key performance to desired outputs Strongly link reward to measurable

performance Analyze what factors might counteract the

effectiveness of the reward For example, a high performer in a low

performance team Insure that the reward is adequate...

Motivation Concepts (Theory)

Need theories Goal-setting theory Reinforcement theory Equity theory Expectancy theory

Need Theory (What are needs?)

A need is similar to a value in that it is fundamentally an internal state

that makes certain outcomes

appear attractive

Theory X and Theory Y

Employer beliefEmployer beliefabout employees’about employees’

Theory XTheory X Theory YTheory Y

View of workView of work Dislike and avoid itDislike and avoid it As natural as rest orAs natural as rest orplayplay

Ability to controlAbility to control Must be coerced,Must be coerced,controlled, andcontrolled, andthreatenedthreatened

Exercise self directionExercise self directionand self-controland self-control

Attitude towardAttitude towardresponsibilityresponsibility

Avoid it, seek formalAvoid it, seek formaldirectiondirection

Accept it and evenAccept it and evenseek itseek it

Attitude towardAttitude towardinnovationinnovation

Security valued overSecurity valued overambition, so no desire toambition, so no desire todo anything newdo anything new

Management are notManagement are notthe only ones capablethe only ones capableof innovation.of innovation.

More on Theory X vs. Y

Theory X Managers must coerce employees Employees can only be motivated by a show

of consideration (that is wages) Theory Y

Involves participative management Intrinsic belief that people are inherently

motivated People really do want to do a good job...

Herzberg’s Motivation-Hygiene Theory

Instead of Satisfaction-Dissatisfaction 2 scales:

Satisfaction | No satisfaction No dissatisfaction | Dissatisfaction

Hygiene Factors-Lead to No Dissatisfaction

Hygiene factors are limited in their motivational appeal and staying power Company policy Administration Supervision Working conditions Salary

Motivating Factors-Lead to Satisfaction

Motivators are know as drivers with high staying power Achievement Recognition Work itself Responsibility Advancement

McClelland's Theory of Needs

Need for achievement Personal responsibility Feedback Moderate risk (50% chance)

Need for power Need for affiliation

Goal Setting Theory

Set specific, difficult, but achievable goals

Provide feedback on goal achievement, preferably self generated

Ensure individual commitment to goal

Reinforcement Theory

Behavior with positive consequences will tend to be repeated

Behavior with negative consequences will tend not be repeated This theory ignores the inner state of the

individual It only looks at extrinsic rewards for desired

actions

Equity Theory A theory of job motivation that emphasizes

the role played by an individual’s belief in the fairness of rewards and punishments in determining his or her performance satisfaction

Individuals compare job inputs with outcomes For most individuals, rewards must be

perceived as fair in order to be motivating Compare work reward ratio to those of

relevant others Make choices based on perceived level of

inequity or equity ...

Six Possible Responses to Inequity:

Change inputs (amount of work done) Change outcomes (outputs) Distort self-perception (self esteem) Distort perception of others (objective

observations) Choose different reference point

(relevant other) Leave (exit job)

Table Equity Propositions

Payment:Paid by:

Overpaid Underpaid

Time Moreproduction

Less or poorerquality

Quantity Fewer, highquality

Large number,lower quality

Expectancy Theory Examines Three Relationships

Will effort result in performance?Will performance result in reward?Will rewards result in achievement

of personal goals?

Four Methods for Behavior Modification Positive Reinforcement

Pleasant consequences Extinction

Absence of reinforcement Avoidance Learning

Unpleasant consequences Punishment

Strong negative consequences

Hammer’s Rules for Using Behavior Modification Do NOT reward all individuals equally Be aware that failure to respond can also

modify behavior Be sure to tell individuals what they can do to

get reinforcement Don’t punish in front of others Be fair:

Over rewarding Under rewarding / no recognition...

Performance Dimensions

AbilityAbility

MotivationMotivation

PerformancePerformance

OpportunityOpportunity

Some Notes on Motivating Professionals

Strong, long-term commitment to their field of expertise

Loyalty to profession not employer Need to regularly update knowledge Motivated by job challenge more than money or

promotion Rewarded by continuing education and control over

job structure

Notes on Motivating Temporary WorkersNo Simple Solutions.

Make permanent status an option Offer training opportunities Be careful mixing permanent workers

and temps in same work group

Motivating the Diversified Work Force Requires Flexibility

Work schedules Work hours Job sharing

Compensation plans Benefits

Child care Physical work settings Teamwork versus individual responsibility

Key Issues in Motivation

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

How a Typical Quality Circle Operates

Identify Identify ProblemProblem

Recommend Recommend SolutionSolution

Review ProblemReview ProblemReview SolutionReview Solution

DecisionDecision

Select ProblemSelect Problem