Motivating Employees - Increasing Engagement and Productivity New Views of Motivation in the Workplace Dr. Matt Wiediger Assistant Professor MacMurray College
Transcript
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New Views of Motivation in the Workplace Dr. Matt Wiediger
Assistant Professor MacMurray College
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VS
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Worked well for a while But when work and how we viewed workers
changed.
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There is no doubt that the benefits of [piece-rate systems or
pay-for- performance incentive devices] can be considerably
compromised when the systems undermine workers intrinsic
motivation. Baron and Krepps, 1999, p. 99 Incentives are then only
weak reinforcers in the short run, and weak punishment in the long
run Benabou and Tirole, 2003, p 489 With some important exceptions,
we observed that extrinsic rewards can have detrimental effects on
performance Ariely, et al, 2005,
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Call it what you will, incentives are what get people to work
harder Nikita Khrushchev What are you..Do you actually believe
this? This is positive psychology junk Beth Wiediger, Ph. D
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First Premise: What we are doing now isnt the best (and may not
match 70% of what we do) For Simple Tasks, Extrinsic (rewards and
punishment) Motivation tied to performance can speed performance
Shoe tying contest? For Complex Tasks, Extrinsic Motivation tied to
performance can, and typically does, slow performance
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Harlows Studies Groups of Monkeys would solve a puzzle in
absence of reinforcement or punishment Monkeys that were later
reinforced solved the puzzle more slowly than Monkeys that never
had an incentive introduced.
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Flaws of Incentives Can reduce intrinsic motivation Can reduce
performance Can reduce creativity Can reduce good behaviors Can
increase short cuts, cheating, unethical behavior Can foster
short-term thinking
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Money and other Extrinsic motivators have an appropriate and
important place in our workforces Get the issue of compensation off
the table as quickly as possible Use Indirect monetary
reinforcements when possible This means no Christmas Bonus.
Praise=dont tie to a specific task outcome, but to effort
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Second Premise: Goal Setting is often used incorrectly and
works to decrease long term behavior. What happens if a person
misses a benchmark or goal? Are you using Goals, but really want to
be using objectives? Goals have the same characteristics as
Incentives
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Ariely, Gneezy, Benabou, Tirole, Etzioni, Deci, Ryan, Baron,
Krepps, Ford, Duckworth, Schmidt, Gates, etc Dan Pink more
recently
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Dan Pink Autonomy: condition of self control or freedom
Mastery: the pursuit of comprehensive knowledge or skills Purpose:
a clear intention or objective to strive toward
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Management developed as a system to harness, control, and
direct human resources Dan Pink argues it worked well for the tasks
it was designed for. But tasks have changed Less Shoe-Tieing More
Two-String
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Deci, 1971 Participants played game of Soma Three sessions One
Group paid for second session, other not
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Deci 1971 continued Last Session: Experimenter left the room
told the participants to do whatever they wanted. Group rewarded
with pay or praise played the game approximately 20-30% less than
the group that was not rewarded. Instead browsed magazines, watched
TV, etc. Take Home? Rewards decrease desired behavior
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RYAN AND DECI DEVELOPED A SCALE TO MEASURE AUTONOMY 1. 2. 3.
4.5. 6. 7 very unlikely to very likely A n employee who works for
you has generally done an adequate job. However for the past two
weeks their work has not been up to par and they appear to be less
actively interested in their work. Your reaction is likely to be:
A. Tell them that their work is below what is expected and that
they should start working harder. B. Ask them about the problem and
let them know you are there to talk and help. C. It is hard to know
what to do to get them straightened out.
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1. 2. 3. 4.5. 6. 7 very unlikely to very likely You are a plant
supervisor and have been charged with the task of allotting coffee
breaks to three workers who cant not all break at once. You would
likely handle this by: A. Telling the three workers their situation
and having them work with you on the schedule. B. Simply assigns
the times that each can break to avoid any problems. C. Find out
from someone in authority what to do or do what was done in the
past.
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Baard et al., 2004: Investment Bankers Deci et al., 1989:
Fortune 500 companies Berg et al., 2001: Psychiatric Hospital
Productivity? Interventions helped Take Home:
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How to Increase Autonomy (According to the Research and Pink)
Give Employees Autonomy When they do it (time) How they do it
(technique) Whom they do it with (team) What they do (task) Choose
employees that have an innate interest/ preexisting record of
autonomy in areas Do you do anything in your free time related to
this field? If you didnt have to work, would you do with your
time?
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Diener and Dweck (Various studies) What do we do when we dont
succeed? End Path or Growth Path? Any guesses about which group
ultimately had more success on an unrelated task later on? How we
face a challenge is important in how we develop Mastery Mastery is
a DOMAIN SPECIFIC QUEST!
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Mastery is part Grit Sticking with things (passion and
perseverance) Duckworth, Peterson, Matthews, & Kelly, 2007
Surveys on GRIT, IQ, Personality, outcomes on tasks, etc., given to
National Spelling Bee Contestants Two classes at West Point Sales
Agents Teachers Insurance Sales people GRIT=AWESOME! IQ=Meh GRIT
also predicts a lower number of careers, less divorce, and higher
educational attainment over a lifetime
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How to find those that are into Mastery Find those that have
GRIT Find those that are QUESTING in your area Or create a QUEST?
Develop Aspirations/Milestones Promotions as acknowledgements of
past performance Develop Mastery? Have an environment where Mastery
is a real and sought out GOAL/OBJECTIVE Help your employees develop
GRIT Incremental successes can create persistence Making work more
like a game can create passion and persistence Teachable moments
Learned helplessness is the bane of GRIT and Mastery
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Argument that in motivating others we Over think the how to do
something Under think the why to do something Niemiec, Ryan, and
Deci, 2008 Measured students at time of graduation on Goals
Intrinsic (growth) or Extrinsic (financial) Health Happiness
Results?
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Adam Grant Give and Take Book Three types of people "Whereas
takers strive to get as much as possible from others, and matchers
aim to trade evenly, givers are the rare breed of people who
contribute to others without expecting anything in return. These
styles have a dramatic impact on success. Although some givers get
exploited and burn out, the rest achieve extraordinary results
across a wide range of industries."
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HAND WASHING? CALL CENTER?
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Wrzesniewski and Dutton, 2001 Job Crafting Physical and
cognitive changes individuals make in their tasks or starting work
boundaries Hospital cleaners Nurses Accountants Job Satisfaction
increased Customer Satisfaction increased
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Some people will have a purpose And they will tell you who they
are IF their purpose and yours are aligned. Further motivation is
less needed Difficult to find? Most will be very receptive to
goals, objectives, and direction if It serves an important purpose
They can directly serve that purpose You need to make that
important purpose clear Need to remind people about that
purpose
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Communicate the Purpose: How an individual can contribute Make
it specific to a person, not generic Place an equal emphasis on
purpose and profit Profit driven focus can lead to short cuts for
short term benefits Purpose driven focus can lead to focus on long
term benefits
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Incentives are less effective in fostering work that we do in
the 21 st Century Intrinsic Motivation is far less harmful and much
more powerful in compelling employees in the modern workplace than
in the past Autonomy, Mastery and Purpose may be a new way to
motivate those around us to do Great and Creative things.
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Pink, D. H. (2009). Drive: The surprising truth about what
motivates us. New York, NY: Riverhead Books. Deci, E. L. (1971).
Effects of externally mediated rewards on intrinsic motivation.
Journal of Personality and Social Psychology, 18, 105115. Baard, P.
P., Deci, E. L. and Ryan, R. M. (2004), Intrinsic Need
Satisfaction: A Motivational Basis of Performance and Weil-Being in
Two Work Settings. Journal of Applied Social Psychology, 34:
20452068. Deci, E. L., Connell, J. P., & Ryan, R. M. (1989).
Self-determination in a work organization. Journal of Applied
Psychology, 74, 580-590. Berg, J. M., Dutton, J. E., &
Wrzesniewski, A. (2013). Job crafting and meaningful work. In B. J.
Dik, Z. S. Byrne & M. F. Steger (Eds.), Purpose and meaning in
the workplace (pp. 81- 104). Washington, DC: American Psychological
Association. Diener, C.I., & Dweck, C.S. (1978). An analysis of
learned helplessness: Continuous changes in performance, strategy
and achievement cognitions following failure. Journal of
Personality and Social Psychology, 36, 451-462. Duckworth, A. L.,
Peterson, C., Matthews, M. D., & Kelly, D. R. (2007). Grit:
Perseverance and passion for long-term goals. Journal of
Personality and Social Psychology, 92, 1087 1101. Niemiec, C. P.,
Ryan, R. M., & Deci, E. L. (2010). Self-determination theory
and the relation of autonomy to self-regulatory processes and
personality development. In R. H. Hoyle (Ed.), Handbook of
personality and self-regulation (pp. 169-191). Malden, MA:
Blackwell Publishing. Grant, A (2014). Give and Take: Why Helping
Others Drives Our Success. Penguin