MOTIVATION

•Explain the motivational lessons taught by Maslow’s theory, Herzberg’s theory, and expectancy theory.•Describe how goal setting motivates performance.

•Discuss how managers can improve the motivation of personnel who perform routine tasks.•Explain how job enrichment can be used to enhance the motivating potential of jobs.

Objectives:

•Distinguish extrinsic rewards from intrinsic rewards and list four rules for administering extrinsic rewards effectively.

•Explain how quality control circles, open-book management, and self-managed teams can promote employee participation.

•Explain how companies are striving to motivate today’s diverse workforce with quality-of-work-life programs.

Objectives (cont.)

MotivationThe psychological

process that gives behavior purpose and

direction.

Theories of Motivation- Maslow’s needs hierarchy theory- Herzberg’s two-factor theory- Expectancy theory- Goal-setting theory

Abraham Harold Maslow (April 1, 1908 – June 8, 1970)

- an American psychologist who was best known for creating Maslow's hierarchy of needs.

Maslow’s Needs Hierarchy Theory- Physiological needs: food, water, sleep,

and sex- Safety needs: safety from the elements

and enemies- Love needs: desire for love, affection,

and belonging

- Esteem needs: self-perception as a worthwhile

person- Self-actualization: becoming all that one

can become

Self-Actualizing ManagerCharacteristics of the Self-Actualizing Manager

Has warmth, closeness, and sympathyRecognizes and shares negative information and feelingsExhibits trust, openness, and candorDoes not achieve goals by power, deception, or

manipulationDoes not project own feelings, motivations, or blame onto

othersDoes not limit horizons; uses and develops body, mind,

and sensesIs not rationalistic; can think in unconventional waysIs not conforming; regulates behavior from within

Frederick Irving Herzberg (April 18, 1923 – January 19, 2000)

- An American psychologist who became one of the most

influential names in business management. He is most famous for introducing job

enrichment and the Motivator-Hygiene theory.

"One More Time, How Do You Motivate Employees?"

Herzberg’s Two-Factor Theory•Herzberg’s two-factor theory is a theory of motivation based on job satisfaction.

A satisfied employee is motivated from within to work harder.

A dissatisfied worker is not self-motivated to work.

Conclusion: Enriched jobs are the key to self-motivation.

Victor H. Vroom- a business school

professor at the Yale School of Management.primary research was on

the expectancy theory of motivation.

Expectancy Theory (Vroom)Vroom’s theory is a model that assumes that motivational strength is determined by the perceived probabilities of success.

- Expectancy: One’s subjective belief or expectation that one thing will lead to another

A Basic Expectancy Model- One’s motivational strength increases as one’s

perceived effort-performance and performance-reward probabilities increase the likelihood of obtaining a valued reward.

Edwin A Locke (born January 5, 1938)

is an American psychologist and a

pioneer in goal-setting theory.

Goal-Setting Theory

• Goal setting is the process of improving performance with objectives, deadlines, or quality standards.

•A General Goal-Setting Model- Properly conceived goals trigger a

motivational process that improves performance.

A Model of How Goals Can Improve Performance

Personal Ownership and Effective Goals:- Specificity makes goals measurable.- Difficulty makes goals challenging.- Participation gives personal ownership

of the goal.

How Do Goals Actually Motivate?- Goals are exercises in selective

perception.- Goals encourage effort to achieve

something specific.- Goals encourage persistent effort.- Goals foster creation of strategies and

action plans.

Motivation Through Job Design

Job Design- The delineation of task responsibilities as dictated by organizational strategy, technology, and structure

Strategy One: Fitting People to Jobs- Realistic job previews:

Honest explanations of what a job actually entails

- Job rotation: Moving people from one

specialized job to another- Limited exposure:

Using an incentive such as contingent time off (CTO) to motivate performance

Strategy Two: Fitting Jobs to People- Job enlargement:

Combining two or more specialized tasks (horizontal loading) to increase motivation

- Job enrichment: Redesigning a job to increase its

motivating potential by introducing planning and decision-making responsibility (vertical loading)

Five Core Dimensions of Work

Skill varietyTask identity

Task significance:Autonomy

Job feedback

How Job Enrichment Works

Motivation Through Rewards•Extrinsic Rewards

- Payoffs granted to the individual by other people: money, employee benefits, promotions, recognition, status symbols, and praise

•Intrinsic Rewards- Self-granted and internally experienced

payoffs: sense of accomplishment, self-esteem, and self-actualization

Improving Performance with Extrinsic Rewards

• Rewards must satisfy individual operative needs: allow employees to select their own mix of benefits

• Employees must believe effort will lead to reward.

• Rewards must be equitable.• Rewards must be linked to

performance.

Guide to Employee Compensation Plans

Motivation Through Employee Participation

Participative Management-The process of empowering employees to

assume greater control of the workplace• Setting goals• Making decisions• Solving problems• Designing and implementing organizational

changes

Three approaches to participation

• Quality control circles• Open-book management (OBM)• Self-managed teams

Quality Control (QC) CirclesVoluntary problem-solving groups of five

to ten employees from the same work area who meet regularly to discuss

quality improvement and ways to reduce costs

Open-Book Management (OBM)- Sharing a company’s key financial data and statements with all employees and providing the education that will enable them to understand how the company makes money and how their actions affect its success and bottom line

Benefits of OBMDisplays a high degree of trust in employeesCreates strong commitment to employee trainingTeaches patience when waiting for results

The Four STEP Approach to Open-Book Management

ACTIVITY

HOW SELF-MOTIVATED ARE YOU? This quiz is designed to help you evaluate how well you use the tools you have at your disposal for personal motivation. Rate yourself on the following continuum for each statement.

NEVER SOMETIMES ALWAYS

1 2 3 4 5

____ 1. I set goals and expectations before I start a project.

____ 2. The goals I set for myself are challenging, but I generally have a good chance of making them.

____ 3. My expectations of a project generally come close to the reality.

____ 4. I structure projects with as much variety as possible.

____ 5. When working on projects in which I have some choice, I choose activities in which I already have an interest.

____ 6. I designate a specific area of my work or living space for my project and schedule specific times to work on it.

____ 7. During the course of the project, I schedule regular time away from it.

____ 8. I build key progress markers or subgoals into my project plans so I can have tangible evidence of my progress along the way.

____ 9. I use written measurements such as checklists, matrices, or graphs to chart my progress with a project.

____ 10. I plan some sort of personal reward for every minor and major goal I achieve.

MOTIVATION SHEET

Use this sheet to design a self-motivation action plan for important projects and responsibilities. It will help you start

projects and follow through in a timely manner.

1. PROJECT GOAL (Include completion date and specific and measurable criteria for satisfactory completion.) ____________________________________________________________________________________

2. PROJECT REWARD __________________________________________

3. PROGRESS MILESTONES (subgoals) AND REWARDS GOAL __________ REWARD ________________ GOAL __________ REWARD ________________ GOAL __________ REWARD ________________

4. DEDICATED WORK AREA FOR PROJECT ____________________________________________________________________________________

5. TIMES DEDICATED TO PROJECT DATE _____________ TIME __________________ DATE _____________ TIME __________________ DATE _____________ TIME __________________

6. MEASUREMENT TOOLS I WILL USE TO RECORD PROGRESS ______________________________________________________________________________________________________________________________