Motivation in the Workplace

1. Motivation in the Workplace

2. Motivation Through Recognition Panfric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition. Courtesy Sanova Panafric Hotel

3. Challenges of Motivating Employees • Revised employment relationship • Due to globalization, technology, corporate restructuring that alter the employment relationship. • Potentially undermines trust and commitment • Flatter organizations • Fewer supervisors to monitor performance. Employers need to search for more contemporary ways to motivate staff. • Changing workforce • Gen-X/Gen-Y bring different expectations to the workplace

4. MOTIVATION THEORY • CONTENT THEORY A) MASLOW’S THEORY B) ALDEFER’S ERG THEORY C) MCCLELLAND’S THEORY • PROCESS THEORY A) GOAL SETTING THEORY B) EQUITY THEORY C) EXPECTANCY THEORY

5. Maslow’s 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 (kepuasan) is just as important as need deprivation (pelupusan)

6. Maslow’s Needs Hierarchy Theory Self-actual-ization Seven categories capture most needs Need to know Need for beauty Five categories placed in a hierarchy Esteem Belongingness Safety Physiological

7. Psychological – the need for food, air, water, shelter.Safety - the need for s secure and stable environment and the absence of pain, threat or illness.Belongingness/love – the need for love, affection and interaction with other people.Esteem – the need for self-esteem through personal achievement as well as social esteem through recognition and respect from othersSelf-actualization – the need for self-fulfillment, realization of one’s potential.

8. Self-actual-ization Need to know Need for beauty Esteem Belongingness Safety Physiological Maslow’s Needs Hierarchy Theory • Lowest unmet need has strongest effect • When lower need is satisfied, next higher need becomes the primary motivator • Self-actualization -- a growth need because people desire more rather than less of it when satisfied

9. Self-actual-ization Need to know Need for beauty Esteem Belongingness Safety Physiological Evaluating Maslow’s Theory • Lack of support for theory • Values influence needs • People have different needs hierarchies -- not universal • Maslow’s categories don’t cover all needs • Needs change more rapidly than Maslow stated

10. Limitation of Maslow Theory… • Has been dismissed by motivation expert because the theory is not base on research • The empirical study have concluded that people do not progress through the theory as the theory predict. Ex: some people strive more self-esteem before their belongingness needs have been satisfied • A person’s need change daily or weekly not every few years.

11. ERG Theory • Reorganizes the Maslow theory into three: E – Existence, R-Relatedness, G-Growth • ERG theory describe how people regress down the hierarchy when they fail to fulfill higher needs

12. Learned Needs Theory by McClelland • Some needs can be learned • Need for achievement (nAch) • Desire for challenging and somewhat risky goals, feedback, recognition • Need for affiliation (nAff) • Desire to seek approval, conform, and avoid conflict • Try to project a favorable self-image • Need for power (nPow) • Desire to control one’s environment • Personalized – concerned about maintain position versus socialized power – power as a mean to help others

13. Four-Drive Theory Drive to Acquire • Drive to seek, take, control and retain object and personal experience. • Basis of hierarchy and status Drive to Bond • Drive to form social relationships and developed mutual caring commitments • Basis of social identity Drive to Learn • Need to satisfy curiosity and resolve conflicting information • Basis of self-actualization Drive to Defend • Need to protect ourselves from relationship, acquisitions or belief system • Basis of fight or flight

14. 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

15. How Four Drives Affect Needs • Four drives determine which emotions are automatically tagged to incoming information • Drives generate independent and often competing emotions that demand our attention • Social skill set determines how to translate drives into needs and effort

16. Four Drive Theory of Motivation Social norms Personal values Past experience Drive to Acquire Drive to Bond Mental skill set resolves competing drive demands Goal-directedchoice and effort Drive to Learn Drive to Defend Mental skill set uses social norms, personal values, and experience to translate competing drives into needs and effort

17. 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 • Maslow • allow employees to self-actualize • power of positive experiences • Offer employees a choice of rewards

18. Expectancy Theory of Motivation • The motivation theory based on the idea that work effort is directed toward behavior that people believe will lead to desired outcomes • Through experience, we develop expectation whether can achieve levels of performance • Develop expectation whether job performance lead to a particular outcomes • Direct our effort toward outcomes that help fulfill needs

19. Outcomes& Valences P-to-O Expectancy E-to-P Expectancy Effort Performance Expectancy Theory of Motivation Outcome 1 + or - Outcome 2 + or - Outcome 3 + or -

20. Increasing E-to-P Expectancy • Train employees • Select people with required competencies • Provide role clarification • Provide sufficient resources • Provide coaching and feedback

21. Increasing P-to-O Expectancy • Measure performance accurately • Describe outcomes of good and poor performance • Explain how rewards are linked to past performance

22. Increasing Outcome Valences • Ensure that rewards are valued • Individualize rewards • Minimize countervalent outcomes

23. Goal Setting Theory Process of motivating employees and clarifying their role perception by establish performance objective

24. Specific Relevant Challenging Task Performance Commitment Participation Feedback Effective Goal Setting Task Effort

25. Goal Difficulty and Performance High Area of Optimal Goal Difficulty Task Performance Low Moderate Challenging Impossible Goal Difficulty

26. Characteristics of Effective Feedback Specific Effective Feedback Credible Relevant Sufficiently frequent Timely

27. Supervisor Customer Project leader Co-worker Co-worker Subordinate Subordinate Subordinate Multisource (360-degree) Feedback Evaluated Employee

28. Executive Coaching • Uses various behavioral methods to help clients identify and achieve goals • Just-in-time personal development using feedback and other techniques • Generally effective, but many techniques make it difficult to pinpoint what is effective

29. 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

30. Equity Theory A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources. Employees determine feelings of equity by comparing their own outcome/input ratio to outcome/input ratio of some other person

31. 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 we compare our ratio • not easily identifiable • Equity evaluation • compare outcome/input ratio with the comparison other

32. Outcomes Overreward Inequity Outcomes Inputs Inputs Outcomes Underreward Inequity Outcomes Inputs Inputs Overreward vs Underreward Inequity Comparison Other You

33. Correcting Inequity Feelings Actions to correct inequity Example

34. 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

35. • Emotions • Attitudes • Behaviors Distributive Justice Perceptions Procedural Justice Perceptions Organizational Justice Components Distribution Principles Structural Rules Social Rules

36. Procedural Justice Structural Rules Voice Consistent Bias-Free Listens to all Knowledgeable Appealable

37. Motivation in the Workplace

38. Discussion Group… • Group 1 – October 2010 • Describe Radzi’s personality based on the Big Five personality dimension. • Discuss Radzi’s motivational needs using McCllelland’s acquired theory or Learned Needs theory. • Discuss the behavior modification model and elaborate on how it can affect Radzi’s motivation and performance level. • Explain self-fulfilling prophecy and illustrate how this process is applied in Radzi’s situation.

39. Group 2 – October 2008 • Salmah is definitely not satisfied with the decision of her boss. Discuss the effects on her motivation level with reference to the equity theory of work motivation. • With reference to the case, salmah may have made wrong perception towards her boss’s decision. Discuss the possible options that Salmah could take in order to provide her with a more accurate perception. • With reference to EVLN Model, describe the behavior of Salmah Ali who is dissatisfied with ABS Corp.

40. Group 3 – October 2007 • Discuss John’s personality using the Big Five Model of Personality. • Describe John’s behavior from the aspect of locus of control and relate his locus of control to his work values.

41. Group 4 – October 2006 1. Explain how Lynda’s and Michael’s situations relate to the equity theory of motivation. 2. Differentiate Lynda’s personality from Michael’s personality from the aspect of their locus of control and self-monitoring. 3. Mark clearly adopted the negative reinforcement method when introducing the new sales performance management system for his salespeople. Explain his action.