Lecture motivation

MOTIVATION

Employee Engagement

Emotional and cognitive motivation, self-efficacy to perform the job, a clear understanding of one’s role in the organization’s vision and a belief that one has the resources to perform the job

Motivated employees are engaged employees!

Needs & Motives

Needs :Tension states that arouse us to seek gratification

Drives : behavior is “Pushed “ from within us by drives stemming from basic needs.

• An individual is in a state of drive when he/ she is said to be in a state of behavior in order to achieve a particular goal

• The stronger the drive the greater the level of arousal experienced by the individual

Motives:• Goal directed behaviors.

• Needs– Goal-directed forces that people experience. – Drive-generated emotions directed toward goals– Goals formed by self-concept, social norms, and

experience

Self-concept, social norms,and past experience

Drives(primary needs)

NeedsDecisions

and Behavior

Drives and Needs

Defining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Self-Self-actual-actual-izationization

PhysiologicalPhysiological

SafetySafety

BelongingnessBelongingness

EsteemEsteem

Maslow’s Needs Hierarchy Theory

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



SafetySafety


EsteemEsteem

Need toNeed toknowknow

Need for Need for beautybeauty

Evaluating Maslow’s Theory

• Criticism :

• Lack of support for theory

• People have different hierarchies – don’t progress through needs in the same order

• Needs change more rapidly than Maslow stated



SafetySafety


EsteemEsteem

Need toNeed toknowknow

Need for Need for beautybeauty

• Latest Additions

2.Two-Factor Theory (Frederick Herzberg)

A theory that identifies two sets of factors that influence job satisfaction:

MotivatorsJob-content factors such as achievement, recognition, responsibility, advancement, and the work itself

Hygiene FactorsJob-context variables such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration

Motivation–Hygiene Theory of Motivation

Hygiene factors avoid job dissatisfaction

• Company policy and administration

• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security

• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth• Increasing Salary

Motivation factors increase job satisfaction

3.David McClelland’s Theory of Needs

nAch

nPow

nAff

David McClelland’s - Learned Needs Theory

• Needs are amplified or suppressed through self-concept, social norms, and past experience

• Therefore, needs can be “learned” (i.e. strengthened or weakened through training)

4.Four-Drive Theory

Drive to BondDrive to Bond

Drive to LearnDrive to Learn

• Drive to form relationships and social commitments• Basis of social identity

• Drive to satisfy curiosity and resolve conflicting information

Drive to DefendDrive to Defend• Need to protect ourselves• Reactive (not proactive) drive• Basis of fight or flight

Drive to AcquireDrive to Acquire• Drive to take/keep objects and experiences• Basis of hierarchy and status

Theory propounded by Harvard Business school professors Lawrence and Nohria

How Four Drives Affect Motivation

1. Four drives determine which emotions are automatically tagged to incoming information

2. Drives generate independent and often competing emotions that demand our attention

3. Mental skill set relies on social norms, personal values, and experience to transform drive-based emotions into goal-directed choice and effort

Four Drive Theory of Motivation

Social norms, personal values, and experience transform drive-based emotions into goal-directed choice and effort

Drive to Acquire

Social norms

Drive to Bond

Drive to Learn

Drive to Defend

Personal values

Past experience

Mental skill set resolves competing drive demandsMental skill set resolves

competing drive demandsGoal-directed

choice and effortGoal-directed

choice and effort

E-to-PExpectancy

P-to-OExpectancy

Outcomes& Valences

Outcome 1Outcome 1+ or -+ or -

EffortEffort PerformancePerformance



5.Expectancy Theory of Motivation

Increasing E-to-P and P-to-O Expectancies

• Increasing E-to-P Expectancies– Assuring employees they have competencies– Person-job matching – Provide role clarification and sufficient

resources– Behavioral modeling

• Increasing P-to-O Expectancies– Measure performance accurately– More rewards for good performance– Explain how rewards are linked to performance

Increasing Outcome Valences

• Ensure that rewards are valued

• Individualize rewards

• Minimize counter valent outcomes

Feedback

• Specific – connected to goal details• Relevant – Relates to person’s behavior• Timely – to improve link from behavior to

outcomes• Sufficiently frequent

– Employee’s knowledge/experience– task cycle

• Credible – trustworthy source

Feedback Through Strengths-Based Coaching

• Maximizing the person’s potential by focusing on their strengths rather than weaknesses

• Motivational because:– people inherently seek feedback about

their strengths, not their flaws– person’s interests, preferences, and

competencies stabilize over time

Multisource Feedback – 360 degrees

• Received from a full circle of people around the employee

• Provides more complete and accurate information

• Several challenges

Evaluating Goal Setting and Feedback

• Goal setting has high validity and usefulness

• Goal setting/feedback limitations:– Focuses employees on

measurable performance– Motivates employees to set

easy goals (when tied to pay)– Goal setting interferes with

learning process in new, complex jobs

6.Equity Theory

Equity Theory (cont’d)

Keeping Pay Equitable at Costco

Costco Wholesale CEO Jim Sinegal (shown in this photo) thinks the large wage gap between many executives and employees is blatantly unfair. “Having an individual who is making 100 or 200 or 300 times more than the average person working on the floor is wrong,” says Sinegal, whose salary and bonus are a much smaller

multiple of what his staff earn.

5-26

Organizational Justice

• Distributive justice– Perceived fairness in

outcomes we receive relative to our contributions and the outcomes and contributions of others

• Procedural justice– Perceived fairness of the

procedures used to decide the distribution of resources

Correcting Inequity Feelings

Actions to correct inequity Example

Evaluating Equity Theory

• Good at predicting situations unfair distribution of pay/rewards

• Difficult to put into practice– doesn’t identify comparison other– doesn’t indicate relevant inputs or outcomes

• Equity theory explains only some feelings of fairness – procedural justice is as important as

distributive justice

Procedural Justice

• Perceived fairness of procedures used to decide the distribution of resources

• Higher procedural fairness with:– Voice– Unbiased decision maker – Decision based on all information– Existing policies consistently– Decision maker listened to all sides– Those who complain are treated respectfully – Those who complain are given full

explanation

Education

Lecture motivation