Motivating Your Self and Others

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Chapter Seven

Motivating Yourself

and Others



Copyright © Houghton Mifflin Company. All rights reserved. 7 - 2

Chapter Preview: Motivating Yourself and

Others

• Differences between internal andexternal motivators in the workplace

• Five characteristics of motives

• Maslow’s hierarchy of needs andHerzberg’s motivation-maintenance

theory




Chapter Preview: Motivating Yourself and

Others

• Theory X and Theory Y leadershipstyles

• How expectations influence motivation

• Contemporary motivation strategies• Self-motivation strategies




The Complex Nature of Motivation

• Learning what motivates you is anessential part of knowing yourself

• Knowing what motivates others is basic

to establishing and maintaining effectiverelationships

• Each person is motivated by different

needs, at varying degrees, and atdifferent times!




Motivation Defined

• Influences that account for – initiation

– direction

– intensity – persistence of behavior

• Reason people do what they do




Motivation Defined

• Internal drive that encourages us toachieve our goals

• Possible motives are endless:

– Emotional – Social

– Biological


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Motivation Is

Two-Dimensional

• Internal motivation is self-granted andcomes when something is meaningful

or gives sense of purpose

• Examples: – Job contentment

– Individual growth

– Achievement



Motivation Is

Two-Dimensional

• External motivation is an action takenby another person

• Usually involves an incentive or

anticipation of a reward• Examples:

– Money

– Awards – Performance feedback



Motivation Is

Two-Dimensional

• Most people need both• Organizations should strive to balance

internal and external motivation



Total Person Insight

Dependent people need others to get what they want. Independent peoplecan get what they want through their own efforts. Interdependent people

combine their own efforts with theefforts of others to achieve their greatest success.

Stephen R. Covey Author, The 7 Habits of Highly Effective People



Motivation to Satisfy Basic Desires

• Everything we experience asmeaningful 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



Figure 7.1 Sixteen

Basic Desires in the

Reiss ProfileSource: Steven Reiss, Who Am I?

(New York: Berkeley Books, 2000),pp. 17-18.



The Motivation Cycle

• Motivation cycle describes how mostpeople satisfy a need

• Five steps in the motivational cycle



Figure 7.1

Steps in the

Motivational

Cycle



Characteristics of Motives

• The “why” of human behavior • Five characteristics of motives:

– individualistic

– changing – may be unconscious

– are often inferred

– are hierarchical



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



Maslow’s Hierarchy of Needs

• People tend to satisfy their needs in aparticular order

• Maslow called this order:

“The Hierarchy of Needs”• Theory has three main assumptions



Maslow’s Assumptions

• People have a number of needs thatrequire some measure of satisfaction

• Only unsatisfied needs motivate

behavior • Needs are ordered according to

prepotency



Figure 7.2

Figure 7.2Maslow’s Hierarchy

of Needs




Physiological Needs

• Survival, or lower-order needs• Include needs for food, clothing, sleep,

and shelter

• In a good economy, these needs rarelydominate




Safety and Security Needs

• Reflect peoples’ desire for predictabilityin life

• Safety needs focus on protection from

physical harm• Security needs reflect the need to

provide for oneself and one’s family

S i l




Social or

Belongingness Needs

• Involve emotional and mental well-being

• Needs for affection, a sense of

belonging, and group identification arepowerful

• Two major aspects

– frequent, positive interaction withconsistent group

– framework of stable, long-term caring and

concern




Esteem Needs

• Self-esteem describes how you feelabout yourself

• Esteem needs relate to a person’s self-

respect and the respect he or shereceives from others




Self-Actualization Needs

• Represent a person’s need for growth• Fulfilling potential or realizing fullest

capacities as human beings

• Motivates by presence, others motivateby absence

• Rarely fully attained




Maslow’s Theory Reconsidered

• Maslow’s theory has helped usunderstand behavior

• The hierarchy should not be taken too

literally• Research shows only two lowest needs

are hierarchical

• Humans are motivated at any one timeby a complex array of needs







Herzberg’s Motivation-Maintenance Theory

• Maintenance factors include thingspeople consider essential to any job

• Include: salary, benefits, social

relationships, working conditions,policies, and administration

• An absence of a maintenance factor

can motivate





• Motivational factors are benefits aboveand 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





• When motivational factors are not met,workers ask for increased maintenance

factors

• Critics point to Herzberg’s assumptionthat all people are motivated only by

higher-order needs







The Expectancy Theory

• Based on assumption that motivation istied to whether one believes success is

possible

• Perception is important element• Expansion of self-efficacy concept




The Expectancy Theory

• Combining aspirations and expectationsis even more powerful

• Self-fulfilling prophecy reflects a

connection between your expectationsof yourself and your behavior

If you can conceive it and believe it,

you can achieve it!




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 achievesomething specific

– requires sustained effort and thereforeencourages persistence

– forces connection between the dream andreality




The Goal-Setting Theory

• Goals play a key role in bringingpurpose 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

Fi 7 3




Figure 7.3

Figure 7.3 A 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.




McGregor’s Theory X and Theory Y

• Outlines assumptions of human naturein his book:

The Human Side of Enterprise

• Divides assumptions into twocategories:

– Theory X

– Theory Y




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




Theory X

• Managers who operate under thistheory believe

– workers are paid to do a good job

– management’s function is to supervise thework and correct employees if needed




Theory Y: An Optimistic View

• Assumes work is as natural to peopleas play or rest

• Assumes people are capable of self-

direction and will learn and acceptresponsibility




Theory Y

• Managers who operate under thistheory 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

Contemporary Employee Motivation





Strategies

• The search for better ways to motivateemployees has taken on a new level of

importance

• International competition and the age of information require different and more

effective motivation strategies






Strategies

• Strong connection between people-centered practices, and higher profits

and lower turnover

• Organizations that put people first andrecognize wants, needs, passions, and

aspirations find merit in contemporary

strategies

Motivation Through




Motivation Through

Job Design

• Job rotation allows employees to movethrough a variety of jobs, departments,

or functions

• Cross-training workers – Facilitates career advancement

– Allows a hedge against absenteeism

– Reduces boredom

Motivation Through




Motivation Through

Job Design

• Job enlargement means expanding anemployee’s duties or responsibilities

• Motivation is often increased when

workers are encouraged to take on newskills and responsibilities

• Can fill strategic gaps by training in

several facets of work

Motivation Through




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

Motivation




Motivation

Through Incentives

• Incentives are used to – improve quality

– reduce accidents

– increase sales – improve attendance

– speed up production

• Organizations often use incentives todrive results

Motivation




Motivation

Through Incentives

• Intrapreneurship rewards thedevelopment of new ideas

• Encourage employees to pursue ideas

at work• The company provides funds, space,

and time

• Cash bonuses or awards for ideas anddevelopment often given to employee




Motivation Through Learning Opportunities

• Learning opportunities can be a strongmotivational 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




Motivation Through Empowerment

• Empowerment means offering authorityand 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




Motivation Through Others’ Expectations

• Relationship between a person’s levelof motivation and the expectations of

others

• High expectations from others leads tohigh performance

• Supervisors can communicate high and

low expectations




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!

S lf M i i S i





• Build an immunity to cynicism – Cynicism is a destructive thinking pattern

– Maintain an open mind

– Avoid blaming management for every realor 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

S lf M ti ti St t i





• 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 satisfyingexperiences and then try to make the

necessary adjustments

S lf M ti ti St t i





• 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

T t l P I i ht




Total Person Insight

People who feel in control of lifecan withstand an enormous amount of change and thrive on it. People

who feel helpless can hardly copeat all.

Joan Borysenko Author, Minding the body, Mending the

Mind

S




Summary

• Motivation is a major component inhuman 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

S




Summary

• People are motivated by different things• Motives

– change over a lifetime

– are individualistic – vary in strength and importance

– can only be inferred

S




Summary

• Maslow—motives vary in strength andimportance and can be arranged in an

order called a hierarchy

• Herzberg—workers desire moremaintenance factors when motivational

factors are not present

S




Summary

• McGregor— Theory X and Theory Y, apessimistic and an optimistic view of

human behavior, respectively

• Expectancy theory—personalexpectations have a powerful influence

on motives

• Goal-setting theory—people becomemore focused and persistent with

established, realistic goals

S




Summary

• Contemporary theories include – Positive expectations

– Job rotation, job enlargement, and job

enrichment

– Incentives such as intrapreneurship

– Learning opportunities

– Empowerment

S



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

Documents

Motivating Your Self and Others