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Foundations of
Employee Motivation
Group 4:
Ayu Habsari 1101002010
Dhani Arinta Ahlul Janah 1091002049
Ekky Sabdina Supangat 1091002126
Kartika Nindya Putri 1091002xxx
Mahalino Irani 1091002xxx
Riska Widianingsih 1091002xxx
Wira Okta Levi 1091002xxx
Motivation refers to
the forces within a person
that affect the direction,
intensity, and persistence
of voluntary behavior
– Intensity : how hard a person tries
– Direction : where effort is channeled
– Persistence : how long effort is maintained
Employee engagement as the employee's emotional and cognitive motivation, self-efficacy to perform the job, perceived clarity of the organization's vision and his or her specific role in that vision, and belief that he or she has the resources to get the job done.
Needs
Goal-directed forces that people experience
Drives
Hardwired characteristic of the brain that correct deficiencies or maintain an internal equilibrium by producting emotions to enegize individuals.
Self-concept, social norms, and past experience
Drives (primary needs)
Needs (Secondary)
Decisions and Behavior
Maslow’s Needs Hierarchy Theory
• Limitations
1. Lack of support for theory
2. People have different hierarchies
3. Needs change more rapidly than Maslow stated
• Contributions 1. More holistic
2. More humanistic
3. More positivistic
What’s Wrong with Needs Hierarchy Models?
• Wrongly assume that everyone has the same needs hierarchy (i.e. universal)
• Each person has a unique needs hierarchy
5-10
Need for achievement (nAch) A need in which people want to accomplish reasonably challenging goals
and desire unambiguous feedback and recognition for their success.
Learned Needs Theory
Need for affiliation (nAff) A need in which people seek approval from others, conform to their wishes and
expectactions, and avoid conflict and confrontation.
Need for power (nPow) A need in which people want to control their environment, including people and
material resources, to benefit either themselves (personalized power) or others (sicialized power).
Drive to Acquire
Drive to Bond
Drive to Learn
Drive to Defend
Four-Drive Theory of Motivation
Drive to
Acquire
Social
norms
Drive to
Bond
Drive to
Learn
Drive to
Defend
Personal
values Past
experience
Mental skill set resolves
competing drive demands Goal-directed
choice and effort
How Drives Influence Employee Motivation
Four-drive theory is far from complete, that: a. Most experts would argue that one or two other drives exist that should be
included. b. Social norms, personal values, and past experience probably do not
represent the full set of individual characteristics that translate emotions into goal-directed effort.
Evaluating Four-Drive Theory
The main recommendation -> to ensure that individual jobs and workplaces provide a balanced opportunity to fulfill the drives to acquire, bond, learn, and defend
1. The best workplace for employee motivation and well-being offer conditions that help employees fulfill all four drives.
2. fulfillment of the four drives must be kept in balance; organizations should avoid too much or too little opportunity to fulfill each drive.
Practical Implication of Four-Drive Theory
“A motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes”
Expectancy Theory of Motivation
E-to-P ecpectancy P-to-O exp. Outcome Valence
E : Effort
P : Performance
O : Outcome Valences
EFFORT PERFORMANCE
OUTCOME 1 + OR -
OUTCOME 2 + OR -
OUTCOME 3 + OR -
Employee motivation is influenced by all three components of the expectancy theory model
• E-to-P Expectancy : effort will result in a particular level of performance.
• P-to-O Expectancy : specific behavior or performance level will lead to a particular outcome.
• Outcome Valences : valence is anticipated satisfaction or dissatisfaction that an individual feels toward an outcome.
Increasing E-to-P Expectancies
assuring employees that they have necessary competencies, clear role perceptions and resources to reach desirable levels of performance
Increasing P-to-O Expectancies
explaining how specific rewards are connected to specific past performance and by using examples, anecdotes, and public ceremonies to illustrate reward of behavior
Increasing Outcome Valences
individualizing than standardizing rewards and other peformance outcomes
Expectancy Theory in Practice
Goal Setting and Feedback
Goal Setting and Feedback
1. Specific goals 2. Relevant goals 3. Challenging goals 4. Goal commitment 5. Goal participation 6. Goal feedback
Balance Scorecard
Translates the organization’s vision and mission into specific, measurable performance goals related to financial, customer, internal, adn learning/growth processes.
Characteristics of Effective Feedback
• Specific • Relevant • Timely • Sufficiently frequent
– Employees knowledge and experience with the task
– How long it takes to complete the task
Feedback through Strength-Based Coaching
• Strength-Based Coaching : maximizing the person’s potential by focusing on her or his strengths rather than weaknesses – Employee describes area of works where
he/she excels – The coach guides this discussion by
asking exploratory questions and by helping the employee to discover ways of leveraging his/her strength
SOCIAL FEEDBACK
NON SOCIAL FEEDBACK
Multisource 360-degree Feedback
Choosing Feedback
• Non social source is more accurate
• Social source tend to delay negative information
Evaluating Goal Setting
“Tried and true”
Organizational Justice
Equity Theory : John Stacey Adams
Emotions : the engines of motivation
Inequity and Employee Motivation
How does the equity evaluation relate to employee motivation?
Inequality Negative Emotions
Respond to Inequality
Over-reward Inequity Under-reward Inequity
a. Reduce our inputs b. Increase our outcomes c. Increase the comparison other’s input d. Reduce the comparison other’s outcomes e. Change our perceptions f. Change the comparison other g. Leave the field
Under-reward Inequity
1. Working hard
2. Change perceptions to justify the more favorable outcomes
Over-reward Inequity
Individual Differences : Equity Sensitivity
Widely studied & quite successful at predicting various situation involving feelings of workplace injustice
Evaluating Equity Theory
Problem 1: Equity Theory is not so easy to put into practice because it does not identify the comparison other & does not indicate which input or outcomes are most valuable to each employee
Solution : For leaders to know their employees well enough to minimize the risk of inequity feelings. Also open communication.
Problem 2: Equity theory accounts for only some of our feelings of fairness or justice in the workplace. Experts now say that procedural justice is at least as important as distributive justice.
Fairness of the procedures used to decide the distribution of resources.
Procedural Justice in the workplace:
VOICE Value-expressive Function
Procedural Justice
Employees tend to experience anger toward the source of injustice, which generates various response behaviors. Research suggests that being treated unfairly threatens our self-concepts and social status, particularly when others see that we have been unjustly treated.
Consequences of Procedural Justice
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