Transcript No Slide Title

UNDERSTANDING AND MANAGING MOTIVATION
IN THE WORKPLACE
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ORIGIN AND GOALS
To provide participants with an understanding
of key motivational concepts and principles.
To explain how Expectancy Theory of
Motivation can be used to identify both the
causes of and potential solutions for
motivational problems on the job.
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DEFINITIONS OF TERMS
Job performance (P) -- The quality and quantity
of employee job behavior and productivity,
whether the employee is producing goods or
providing services.

Ability (A) -- The technical, intellectual,
physical, and personal competencies required to
perform the activities involved in producing
quality goods and providing quality service.
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Motivation (M) -- The desire or willingness to
exert continuously one's personal best effort in
the performance of one's job duties.
System variables/characteristics (SYSv) -- Those
bureaucratic structures, policies and procedures,
and those material and equipment characteristics
that influence performance, but are not
controlled by the individual employee.
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Situational variables (SITv) -- Those
uncontrollable (and often unexpected)
occurrences that influence performance, but are
not controlled by the individual employee or the
organization.
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UNDERSTANDING JOB PERFORMANCE:
A Model
Performance (individual or organizational) =
(Ability x Motivation) x System variables/ x Situational
characteristics
variables
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EXPLORING THE MEANING AND PROBLEMS OF
MOTIVATION AT WORK
A. What is motivation?
B. What are some typical reasons for a lack of motivation?
C. Think about one or more people who, in your opinion,
are not as motivated as you would like them to be.
D. Why do you think this person is not as motivated as
he/she could be?
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III. MOTIVATION
DEFINITION
The willful desire to direct one's behavior
and skills toward the accomplishment of
certain goals.
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NEEDS THEORIES
1. Abraham Maslow's Need Hierarchy
a. Physiological needs
b. Safety and security needs
c. Belongingness/love needs
d. Esteem/ego/status needs
e. "Self-Actualization"
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NEEDS THEORIES
2.
Clayton Alderfer's ERG Theory
a. Existence
b. Relatedness
c. Growth
3. David McClelland's Psychological Needs
a. Need for Affiliation
b. Need for Power
c. Need for Achievement
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HERZBERG’S TWO-FACTOR
THEORY:
THE MOTIVATION-HYGIENE THEORY
Satisfiers/
Motivators
Achievement
Recognition
Responsibility
Advancement
Work itself
INTRINSIC
FACTORS
Dissatisfiers/
Hygiene Factors
Company policy
and administration
Supervisor
Salary
Interpersonal
relations
Working conditions
EXTRINSIC
FACTORS
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PROCESS THEORIES
1. GOAL- SETTING THEORY
 Employee participation
Employee ownership and
Commitment
“I support that which I help create”
 Goal specificity
Enhances motivation
CLASSIC APPLICATION: MBO
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PROCESS THEORIES
2. REINFORCEMENT THEORY
Any behavior that is followed by:
a positive state of affairs,
a removal of a negative state of affairs, or
avoidance of a negative state of affairs
will tend to be repeated
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3. EQUITY THEORY
People/employee want to be treated fairly
Outcomes
Inputs
Salary/Pay
Education
Benefits
Skills
Status
Experience
Security (?)
Effort
Time
Loyalty
Outcomes
?
Outcomes
Inputs person
=
Inputs another person
Am I being treated fairly? If not, I’ll be motivated to do
something about it.
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PROCESS THEORIES
4. EXPECTANCY THEORY
a. Most popular theory because it integrates most concepts
from the other motivation theories.
b. Based on two central ideas:
1) Expectancy: a person's assessment of the subjective
probability of attaining a particular outcome.
2) Valence: the anticipated value of or satisfaction with
an expected outcome -- if such outcome did, in fact,
occur.
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PROCESS THEORIES
c. According to expectancy theory, an employee
chooses the behaviors in which he or she
engages on the basis of the valences of
outcomes from such behaviors and the
subjective estimate of the probability that his
or her behavior will indeed result in the
outcomes.
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PUTTING THE THEORIES TO USE:
EXPECTANCY THEORY IN ACTION
Expectancy 1 (0-1.0)
Expectancy 2 (0-1.0)
(Also known as “instrumentality”)
Participative Goal-Setting
Outcome 1 (Pay raise)
Outcome 2 (Promotion)
Task
IV1
Task Goal
IV2
Outcome 3 (Recognition)
Outcome N (etc)
EV
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ENHANCING MOTIVATION
A.
Questions to ask regarding intrinsic valence
B.
Questions regarding expectancy
C.
Questions regarding employee participation
and involvement
D.
Questions regarding instrumentality
E.
Questions regarding extrinsic valence
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ENHANCING MOTIVATION
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Key Valence
Constructs
Intrinsic Valence
(IV1)
Intrinsic Valence
(IV2 )
Extrinsic Valence
(EV)
Theory applicable
to each valence
construct
Herzberg’s Job Itself
Herzberg’s
Motivators,
Maslow’s Self
Esteem
Reinforcement
Theory
Other related
issues/constructs
Expectancy 1
Employee
involvement;
Participative
decision-making
Expectancy 2
(Instrumentality);
Compare outcomes
with others: Equity
Theory
Management and
organization
options
Job design
Job redesign
Job rotation
Job enlargement
Assure goals are
challenging,
attainable and
specific
Pay for performance
Pay for knowledge
Recognition
Wage/salary survey
Internal Equity
(job evaluation and
fairness in treating
employees)
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Questions to ask regarding intrinsic valence
1. Are the employee’s skills/competencies/ aptitudes
sufficient for the job demands?
2. Is the employee interested in the work?
3. Can the employee plan or decide how the job will be
done himself/herself?
4. How much autonomy is usually present on the job?
Can more autonomy be permitted?
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5. Does the job involve a "whole" piece of work with
an identifiable beginning and end? Can the job be
redesigned?
6. How much task variety is there on the job? Can it
be increased?
7. How significant or important is the job to society or
to others' lives?
8. To what extent does the employee get feedback
from others regarding how well he/she is doing? Is
more feedback possible?
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9. Does the job offer challenge, the opportunity to
be creative, imaginative, and to take initiative? Is
more challenge possible through job redesign?
10. Does the job provide for new skill development and
career progression? Can changes be made to
provide these?
11. Does the job involve working with others and
developing a team relationship?
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12. Does the employee gain recognition from this
job? Can recognition be provided?
13. Are there alternative methods to performing the
job? Can the job content/ structure be modified?
14. Does the job provide challenging, but attainable
goals?
15. Do employees experience feelings of pride and
accomplishment in their work?
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Questions regarding expectancy
1. Does the employee perceive himself/herself to have
the necessary competencies to do the work?
2. Does the employee have confidence in his/her ability
to perform well (Self-confidence, self-esteem)?
3. Does the employee receive (and perceive) adequate
support from the organization in terms of materials,
equipment, training, management support, etc.?
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Questions regarding employee participation and
involvement
1. Are employees involved in setting their own
goals?
2. Do employees have the authority to make
decisions?
3. Do employees have input into decision making?
Is it real influence?
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Questions regarding instrumentality
1. Do employees trust the organization and their
managers to keep promises, both implicit and
explicit?
2. What the history of management practices?
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Questions regarding extrinsic valence
1. Are employee achievements recognized, celebrated,
and rewarded?
2. Are employee rewards based on merit?
3. Do employees value the rewards provided by the
organization?
4. Are rewards, promotions, etc. perceived to be fair?
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