MOTIVATION MOTIVATION MOTIVATION MOTIVATION

MOTIVATION DEFINEDMOTIVATION DEFINED

Willingness to exert high levels of effort to Willingness to exert high levels of effort to reach organizational goals.reach organizational goals.

BASIC ASSUMPTIONSBASIC ASSUMPTIONS Everyone is motivatedEveryone is motivated

– Key?Key?

Two types of motivationTwo types of motivation– IntrinsicIntrinsic– ExtrinsicExtrinsic

TYPES OF MOTIVATIONTYPES OF MOTIVATION Extrinsic Motivation:Extrinsic Motivation:

– "What gets rewarded gets done""What gets rewarded gets done"– Based on extrinsic/tangible rewards and/or Based on extrinsic/tangible rewards and/or

punishmentpunishment

Intrinsic Motivation:Intrinsic Motivation:– "What is rewarding gets done""What is rewarding gets done"– Based on intrinsic/intangible rewardsBased on intrinsic/intangible rewards

Motivation TheoriesMotivation Theories

Need (Maslow & ERG)Need (Maslow & ERG) EquityEquity ReinforcementReinforcement Expectancy TheoryExpectancy Theory Goal-Setting TheoryGoal-Setting Theory

Needs (stage of development)Needs (stage of development)

MaslowMaslow Self actualizationSelf actualization Self esteemSelf esteem Social (love)Social (love) SafetySafety PhysiologicalPhysiological

Alderfer (ERG)Alderfer (ERG) GrowthGrowth RelatednessRelatedness ExistenceExistence

What are the implications of need-based What are the implications of need-based theories for managers?theories for managers?

Need Theories of MotivationNeed Theories of Motivation

TODAY’S TOPICTODAY’S TOPICTODAY’S TOPICTODAY’S TOPIC

MotivationMotivation

EQUITY THEORYEQUITY THEORYEQUITY THEORYEQUITY THEORY

People compare their People compare their outcome/input ratio to outcome/input ratio to that of othersthat of others

ConclusionsConclusions– Ratios are equal (equity Ratios are equal (equity

exists)exists)– Ratios are unequal Ratios are unequal

(inequity exists)(inequity exists)

RESPONSES TO EQUITY/INEQUITYRESPONSES TO EQUITY/INEQUITY

Equity: MaintenanceEquity: Maintenance Inequity:Inequity:

– Change InputsChange Inputs– Change OutcomesChange Outcomes– QuitQuit

Forms of JusticeForms of Justice

REINFORCEMENT THEORYREINFORCEMENT THEORYREINFORCEMENT THEORYREINFORCEMENT THEORY

Behavior is a function Behavior is a function of consequencesof consequences

Behavior that is Behavior that is rewarded persistsrewarded persists

To increase behaviorTo increase behavior– Positive reinforcementPositive reinforcement– negative reinforcementnegative reinforcement

REINFORCEMENT THEORYREINFORCEMENT THEORYREINFORCEMENT THEORYREINFORCEMENT THEORY

To reduce behaviorTo reduce behavior– ExtinctionExtinction– PunishmentPunishment

Immediacy is crucialImmediacy is crucial Implications?Implications?

EXPECTANCY THEORYEXPECTANCY THEORYEXPECTANCY THEORYEXPECTANCY THEORY

People are motivated to do that which they People are motivated to do that which they believe is believe is possiblepossible and and valuablevaluable

Expectancy: Belief that you can performExpectancy: Belief that you can perform Instrumentality: Belief that performance will Instrumentality: Belief that performance will

lead to an outcomelead to an outcome Valence: Value of the outcomeValence: Value of the outcome

EXPECTANCY THEORYEXPECTANCY THEORYEXPECTANCY THEORYEXPECTANCY THEORY

According to expectancy theory, what must According to expectancy theory, what must managers do to motivate their employees?managers do to motivate their employees?– – – – –

GOAL SETTING THEORYGOAL SETTING THEORYGOAL SETTING THEORYGOAL SETTING THEORY

People naturally set goalsPeople naturally set goals Benefits of Goals:Benefits of Goals:

– Increase effortIncrease effort– Direct effortDirect effort– Increase persistenceIncrease persistence

Most effective goals are:Most effective goals are:

Making MBO Work:Making MBO Work:SMARTER GoalsSMARTER Goals

SpecificSpecific MMeasurableeasurable AchievableAchievable RReach/stretch each/stretch (challenging)(challenging) TTarget datesarget dates EEngagingngaging RRewardedewarded

Motivation TheoriesMotivation Theories

Need (Maslow & ERG)Need (Maslow & ERG) EquityEquity ReinforcementReinforcement Expectancy TheoryExpectancy Theory Goal-Setting TheoryGoal-Setting Theory

Effective Rewards & Effective Rewards & Incentive Systems:Incentive Systems:

Recognize Individual Differences Recognize Individual Differences Effective Goal SettingEffective Goal Setting

– Clearly defined measurable targets and expectations Clearly defined measurable targets and expectations – Realistic stretch (under employees’ control)Realistic stretch (under employees’ control)

– Collaboratively setCollaboratively set Remove obstacles/barriersRemove obstacles/barriers Link meaningful/valued rewards to Link meaningful/valued rewards to desireddesired behavior behavior

– Those that fulfill strategic objectives; avoid undesirablesThose that fulfill strategic objectives; avoid undesirables

Reward ASAP after behaviorReward ASAP after behavior Check the system for equity, fairness, consistencyCheck the system for equity, fairness, consistency Remember money is only the beginningRemember money is only the beginning

HERZBERGHERZBERG

Movement vs. MotivationMovement vs. Motivation KITAKITA What’s wrong with KITA? With movement?What’s wrong with KITA? With movement?

TYPES OF MOTIVATIONTYPES OF MOTIVATION Extrinsic Motivation:Extrinsic Motivation:

– "What gets rewarded gets done""What gets rewarded gets done"– Based on extrinsic/tangible rewardsBased on extrinsic/tangible rewards

Intrinsic Motivation:Intrinsic Motivation:– "What is rewarding gets done""What is rewarding gets done"– Based on intrinsic/intangible rewardsBased on intrinsic/intangible rewards

Job designJob design

Job Specialization: Scientific managementJob Specialization: Scientific management– Jobs are simple, easy to learn, economicalJobs are simple, easy to learn, economical– Drawbacks?Drawbacks?

Job designJob design

Job Specialization: Scientific managementJob Specialization: Scientific management– Jobs are simple, easy to learn, economicalJobs are simple, easy to learn, economical

– Drawbacks?Drawbacks?

Job enlargementJob enlargement Job rotationJob rotation Job enrichment (Herzberg)Job enrichment (Herzberg)

– Hygienes (salary, relationships, setting...)Hygienes (salary, relationships, setting...)

– Motivators (responsibility, achievement, Motivators (responsibility, achievement, recognition…)recognition…)

Dissatisfied MotivatedNeutral

Job designJob design

Job enrichment (Herzberg)Job enrichment (Herzberg)– Hygienes (salary, relationships, setting...)Hygienes (salary, relationships, setting...)– Motivators (responsibility, Motivators (responsibility,

achievement, recognition…)achievement, recognition…)

Dissatisfied MotivatedNeutral

Job designJob design

Job enrichment (Herzberg)Job enrichment (Herzberg)– Hygienes (salary, relationships, setting...)Hygienes (salary, relationships, setting...)– Motivators (responsibility, Motivators (responsibility,

achievement, recognition…)achievement, recognition…)

Dissatisfied MotivatedNeutral

Job Characteristics ModelJob Characteristics Model

Core Job Dimensions

Personal & Work

Outcomes

Critical Psychological States

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

ExperiencedMeaningfulness

of Work

ExperiencedResponsibility for

Outcomes of Work

Knowledge ofActual Results ofWork Activities

High InternalWork Motivation

High-qualityWork Performance

High Satisfactionwith Work

Low Absenteeism& Turnover

IMPLEMENTINGCONCEPTS

CORE JOBDIMENSIONS

CRITICALPSYCHOLOGICAL

STATES

PERSONALWORK

OUTCOMES

Combining Tasks

Forming NaturalWork Units

EstablishingClientRelationships

Vertical Loading

Opening FeedbackChannels

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

ExperiencedMeaningfulness

ExperiencedResponsibilityfor Outcomesof Work

Knowledge of theActual Results ofWork activities

High InternalWork Motivation

High QualityWork Performance

High Satisfactionwith the Work

Low Absenteeismand turnover

- STRENGTH OF EMPLOYEE’SGROWTH NEEDS

- KNOWLEDGE & SKILLS- CONTEXT SATISFACTION

Intrinsic Motivation:Intrinsic Motivation:From Theory to ApplicationFrom Theory to Application