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Chapter Seven
Motivating Yourself and Others
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Chapter Preview: Motivating Yourself and Others
• Differences between internal and external motivators in the workplace
• Five characteristics of motives
• Maslow’s hierarchy of needs and Herzberg’s motivation-maintenance theory
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Chapter Preview: Motivating Yourself and Others
• Theory X and Theory Y leadership styles
• How expectations influence motivation
• Contemporary motivation strategies
• Self-motivation strategies
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The Complex Nature of Motivation
• Learning what motivates you is an essential part of knowing yourself
• Knowing what motivates others is basic to establishing and maintaining effective relationships
• Each person is motivated by different needs, at varying degrees, and at different times!
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Motivation Defined
• Influences that account for– initiation– direction– intensity– persistence of behavior
• Reason people do what they do
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Motivation Defined
• Internal drive that encourages us to achieve our goals
• Possible motives are endless:– Emotional– Social– Biological
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Motivation Is Two-Dimensional
• Internal motivation is self-granted and comes when something is meaningful or gives sense of purpose
• Examples:– Job contentment– Individual growth– Achievement
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Motivation Is Two-Dimensional
• External motivation is an action taken by another person
• Usually involves an incentive or anticipation of a reward
• Examples:– Money– Awards– Performance feedback
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Motivation Is Two-Dimensional
• Most people need both
• Organizations should strive to balance internal and external motivation
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Total Person Insight
Dependent people need others to get what they want. Independent people can get what they want through their own efforts. Interdependent people combine their own efforts with the efforts of others to achieve their greatest success.
Stephen R. CoveyAuthor, The 7 Habits of Highly Effective People
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Motivation to Satisfy Basic Desires
• Everything we experience as meaningful can be traced to one of sixteen basic desires or combination of desires
• The challenge is to determine which five or six (core values) are most important to you
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Figure 7.1 Sixteen Basic Desires in the Reiss ProfileSource: Steven Reiss, Who Am I? (New York: Berkeley Books, 2000), pp. 17-18.
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The Motivation Cycle
• Motivation cycle describes how most people satisfy a need
• Five steps in the motivational cycle
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Figure 7.1
Steps in the Motivational Cycle
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Characteristics of Motives
• The “why” of human behavior
• Five characteristics of motives:– individualistic– changing– may be unconscious– are often inferred– are hierarchical
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Influential Motivation Theories
• Many psychologists have added to our knowledge of what motivates people
• Basic problem is how to apply knowledge in the workplace
• Several theories are influential
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Maslow’s Hierarchy of Needs
• People tend to satisfy their needs in a particular order
• Maslow called this order: “The Hierarchy of Needs”
• Theory has three main assumptions
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Maslow’s Assumptions
• People have a number of needs that require some measure of satisfaction
• Only unsatisfied needs motivate behavior
• Needs are ordered according to prepotency
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Figure 7.2
Figure 7.2Maslow’s Hierarchy of Needs
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Physiological Needs
• Survival, or lower-order needs
• Include needs for food, clothing, sleep, and shelter
• In a good economy, these needs rarely dominate
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Safety and Security Needs
• Reflect peoples’ desire for predictability in life
• Safety needs focus on protection from physical harm
• Security needs reflect the need to provide for oneself and one’s family
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Social or Belongingness Needs
• Involve emotional and mental well-being
• Needs for affection, a sense of belonging, and group identification are powerful
• Two major aspects– frequent, positive interaction with
consistent group– framework of stable, long-term caring and
concern
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Esteem Needs
• Self-esteem describes how you feel about yourself
• Esteem needs relate to a person’s self-respect and the respect he or she receives from others
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Self-Actualization Needs
• Represent a person’s need for growth
• Fulfilling potential or realizing fullest capacities as human beings
• Motivates by presence, others motivate by absence
• Rarely fully attained
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Maslow’s Theory Reconsidered
• Maslow’s theory has helped us understand behavior
• The hierarchy should not be taken too literally
• Research shows only two lowest needs are hierarchical
• Humans are motivated at any one time by a complex array of needs
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Herzberg’s Motivation-Maintenance Theory
• Maintenance factors include things people consider essential to any job
• Include: salary, benefits, social relationships, working conditions, policies, and administration
• An absence of a maintenance factor can motivate
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Herzberg’s Motivation-Maintenance Theory
• Motivational factors are benefits above and beyond the basic elements of a job
• Include: recognition, advancement, more responsibility
• They tend to increase worker satisfaction and can motivate employees to higher production levels
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Herzberg’s Motivation-Maintenance Theory
• When motivational factors are not met, workers ask for increased maintenance factors
• Critics point to Herzberg’s assumption that all people are motivated only by higher-order needs
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The Expectancy Theory
• Based on assumption that motivation is tied to whether one believes success is possible
• Perception is important element
• Expansion of self-efficacy concept
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The Expectancy Theory
• Combining aspirations and expectations is even more powerful
• Self-fulfilling prophecy reflects a connection between your expectations of yourself and your behavior
If you can conceive it and believe it,
you can achieve it!
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The Goal-Setting Theory
• Goals tend to motivate in four ways– provide purpose by directing attention to a
specific target– encourage to make the effort to achieve
something specific – requires sustained effort and therefore
encourages persistence– forces connection between the dream and
reality
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The Goal-Setting Theory
• Goals play a key role in bringing purpose to life
• Goal-setting theory requires an understanding of the criteria for developing realistic goals– Should be difficult enough to challenge, but
not impossible to reach
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Figure 7.3
Figure 7.3A Model of How Goals Can Improve Performance
Source: Robert Kreitner, Management (Boston: Houghton Mifflin, 2000). Reprinted by permission of Houghton Mifflin Company. All rights reserved.
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McGregor’s Theory X and Theory Y
• Outlines assumptions of human nature in his book:
The Human Side of Enterprise
• Divides assumptions into two categories:– Theory X– Theory Y
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Theory X: A Pessimistic View
• Assumes that people– do not really want to work and must be
closely supervised– avoid responsibility– have little or no ambition
• Assumes rewards or punishments must be used
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Theory X
• Managers who operate under this theory believe– workers are paid to do a good job– management’s function is to supervise the
work and correct employees if needed
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Theory Y: An Optimistic View
• Assumes work is as natural to people as play or rest
• Assumes people are capable of self-direction and will learn and accept responsibility
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Theory Y
• Managers who operate under this theory believe– people will become committed to
organizational objectives if they are rewarded for doing so
– a healthy, mutually supportive work climate based on trust, openness, and respect will influence workers to give more of themselves
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Contemporary Employee Motivation Strategies
• The search for better ways to motivate employees has taken on a new level of importance
• International competition and the age of information require different and more effective motivation strategies
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Contemporary Employee Motivation Strategies
• Strong connection between people-centered practices, and higher profits and lower turnover
• Organizations that put people first and recognize wants, needs, passions, and aspirations find merit in contemporary strategies
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Motivation Through Job Design
• Job rotation allows employees to move through a variety of jobs, departments, or functions
• Cross-training workers– Facilitates career advancement – Allows a hedge against absenteeism– Reduces boredom
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Motivation Through Job Design
• Job enlargement means expanding an employee’s duties or responsibilities
• Motivation is often increased when workers are encouraged to take on new skills and responsibilities
• Can fill strategic gaps by training in several facets of work
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Motivation Through Job Design
• Job enrichment is an attempt to make a job more desirable and satisfying
• Two ways– assign more difficult tasks– grant more authority
• Employees can find solutions to problems
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MotivationThrough Incentives
• Incentives are used to – improve quality– reduce accidents– increase sales– improve attendance– speed up production
• Organizations often use incentives to drive results
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MotivationThrough Incentives
• Intrapreneurship rewards the development of new ideas
• Encourage employees to pursue ideas at work
• The company provides funds, space, and time
• Cash bonuses or awards for ideas and development often given to employee
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Motivation Through Learning Opportunities
• Learning opportunities can be a strong motivational force
• Education and training are critical to individual growth and opportunity
• Learning can help secure the future
• More powerful if perceived as leading to something that motivates individual
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Motivation Through Empowerment
• Empowerment means offering authority and responsibility to all ranks of an organization
• Can give employees a sense of pride, self-expression, and ownership
• Assumes employees want challenge and personal meaning from jobs
• Requires long-term commitment from top management
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Motivation Through Others’ Expectations
• Relationship between a person’s level of motivation and the expectations of others
• High expectations from others leads to high performance
• Supervisors can communicate high and low expectations
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Self-Motivation Strategies
• Go outside your comfort zone– Don’t be afraid to move outside comfort
zone– Reflect on messages you’ve received from
family and friends concerning success– Learn to showcase your abilities– Don’t be afraid to toot your own horn!
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Self-Motivation Strategies
• Build an immunity to cynicism – Cynicism is a destructive thinking pattern– Maintain an open mind– Avoid blaming management for every real
or perceived problem– Take time to learn why changes are being
made and try to separate fact from fiction– Remember that bad news gets more
attention than good news
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Self-Motivation Strategies
• Strive for balance – Motivation decreases when we no longer
have a sense of balance in our lives– Imbalance can happen when employees
are not treated as “whole” people – Take time to reflect on what is important in
your life– Take stock of your most satisfying
experiences and then try to make the necessary adjustments
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Self-Motivation Strategies
• Take action – Take responsibility for the situation you are
in and take action to improve it– Easier to blame others, but you have
power to do something that others won’t or can’t
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Total Person Insight
People who feel in control of life can withstand an enormous amount of change and thrive on it. People who feel helpless can hardly cope at all.
Joan BorysenkoAuthor, Minding the body, Mending the
Mind
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Summary
• Motivation is a major component in human relations training
• Internal motivation occurs when a task or duty is meaningful
• External motivation is initiated by another person and is usually based on a reinforcement or reward
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Summary
• People are motivated by different things
• Motives– change over a lifetime– are individualistic– vary in strength and importance– can only be inferred
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Summary
• Maslow—motives vary in strength and importance and can be arranged in an order called a hierarchy
• Herzberg—workers desire more maintenance factors when motivational factors are not present
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Summary
• McGregor— Theory X and Theory Y, a pessimistic and an optimistic view of human behavior, respectively
• Expectancy theory—personal expectations have a powerful influence on motives
• Goal-setting theory—people become more focused and persistent with established, realistic goals
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Summary
• Contemporary theories include – Positive expectations– Job rotation, job enlargement, and job
enrichment – Incentives such as intrapreneurship– Learning opportunities– Empowerment
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Summary
• Self motivation is important
• People need to – strive to go beyond their comfort zone– avoid cynicism– strive for balance between work and
personal life– take responsibility – take action
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