Transcript Motivation in the Workplace

C H A P T E R: F I V E
Motivation in
the Workplace
5
McGraw-Hill Ryerson
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Motivation Through Recognition
Fairmont Hotels
(shown in photo) and
other Canadian firms
are returning to good
old-fashioned praise
and recognition to
motivate staff.
Courtesy of Fairmont Hotels & Resorts
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Challenges of Motivating Employees
Revised employment relationship
 Due to globalization, technology, restructuring
 Potentially undermines trust and commitment
Flatter organizations
 Fewer supervisors to monitor performance
Changing workforce
 Gen-X/Gen-Y bring different expectations
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Maslow’s Needs Hierarchy Objectives
Holistic
 integrative view of needs rather than studying
each need in isolation of others
Humanistic
 responses to higher needs are influenced by
social dynamics, not just instinct
Positivistic
 need gratification is just as important as need
deprivation
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Maslow’s Needs Hierarchy Theory
Seven categories
capture most needs
Selfactualization
Five categories placed
in a hierarchy
Need to
know
Need for
beauty
Esteem
Belongingness
Safety
Physiological
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Maslow’s Needs Hierarchy Theory
Need to
know
Selfactual
ization
Need for
beauty
 Lowest unmet need has
strongest effect
 When lower need is satisfied,
next higher need becomes the
primary motivator
Esteem
 Self-actualization -- a growth
Belongingness
need because people desire
more rather than less of it
when satisfied
Safety
Physiological
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Evaluating Maslow’s Theory
Need to know
Selfactual
ization
 Lack of support for theory
 Needs don’t cluster around
Need for
beauty
Esteem
Maslow’s categories
 Needs change more rapidly than
Maslow stated
 Primary needs aren’t always
Belongingness
lowest in the hierarchy
 Values influence needs
Safety
 Conclusion: Needs hierarchy
might vary from one person to the
next (not innate or universal)
Physiological
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Four-Drive Theory
Drive to Acquire
• Need to take/keep objects and
experiences
• Basis of hierarchy and status
Drive to Bond
• Need to form relationships and
social commitments
• Basis of social identity
Drive to Learn
• Need to satisfy curiosity and
resolve conflicting information
• Basis of self-actualization
Drive to Defend
• Need to protect ourselves
• A reactive (not proactive) drive
• Basis of fight or flight
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Features of Four Drives
Innate and hardwired -- everyone has them
Independent of each other (no hierarchy of
drives)
Complete set -- no drives are excluded from
the model
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
How Four Drives Affect Needs
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. Social skill set determines how to
translate drives into needs and effort
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Four Drive Theory of Motivation
Mental skill set uses social norms, personal
values, and experience to translate competing
drives into needs and effort
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Learned Needs Theory
Some needs can be learned.
Need for achievement

Desire for challenging and somewhat risky goals,
feedback, recognition
Need for affiliation


Desire to seek approval, conform, and avoid conflict
Try to project a favourable self-image
Need for power


Desire to control one’s environment
Personalized versus socialized power
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Recognition vs Money at Encana
Many Encana employees who
received a “High Five” card
from co-workers displayed
them in their offices rather
than redeem them for the $5
value. This small symbol of
recognition was worth far
more than the monetary value
of the cards.
McShane/ Canadian OB 6e
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Courtesy of Encana Corp.
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Implications of Needs/Drives Theories
Four drive theory
•
•
•
provide a balanced opportunity for
employees to fulfill drives
employees continually seek
fulfillment of drives
avoid having conditions support one
drive over others
Maslow
•
•
allow employees to self-actualize
power of positive experiences
Offer employees a choice of
rewards
McShane/ Canadian OB 6e
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Courtesy of Encana Corp.
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Expectancy Theory of Motivation
P-to-O
Expectancy
E-to-P
Expectancy
Outcomes
& Valences
Outcome 1
+ or -
Effort
Performance
Outcome 2
+ or -
Outcome 3
+ or -
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Increasing E-to-P Expectancy
• Train employees
• Select people with required competencies
• Provide role clarification
• Provide sufficient resources
• Provide coaching and feedback
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Increasing P-to-O Expectancy
• Measure performance accurately
• Describe outcomes of good and poor
performance
• Explain how rewards are linked to past
performance
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Increasing Outcome Valences
• Ensure that rewards are valued
• Individualize rewards
• Minimize countervalent outcomes
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Goal Setting at Inco’s Copper Cliff
Courtesy of Inco Ltd.
At Inco’s Copper Cliff smelter in Sudbury, Ontario,
production and maintenance goals are established and
posted in a highly visible location. Feedback sessions
help keep goal completion on track while involving
employees in the process.
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Effective Goal Setting
Specific
Relevant
Challenging
Task
Effort
Commitment
Task
Performance
Participation
Feedback
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Goal Difficulty and Performance
Task Performance
High
Low
Area of
Optimal
Goal
Difficulty
Moderate
Challenging
Impossible
Goal Difficulty
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Characteristics of Effective Feedback
Specific
Credible
Effective
Feedback
Sufficiently
frequent
McShane/ Canadian OB 6e
Relevant
Timely
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Multisource (360-degree) Feedback
Supervisor
Customer
Co-worker
Evaluated
Employee
Subordinate
Project
leader
Co-worker
Subordinate
Subordinate
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Executive Coaching
• Uses various behavioural methods to help
clients identify and achieve goals
• Just-in-time personal development using
feedback and other techniques
• Improves performance, but varied
techniques makes it difficult to pinpoint what
is effective
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Preferred Feedback Sources
Depends on the situation
Nonsocial sources (gauges, printouts)
 Better for goal progress
 Considered more accurate, less damaging
Social sources (supervisor, co-workers)
 Better for ‘good news’ feedback
 Improves self-image and esteem
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Inequity of British “Fat Cats”
British protesters (including
company employees)
express their anger over
unfair executive pay by
dressing as “fat cats” in
business suits outside the
company’s annual general
meetings.
© Simon Clark
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Elements of Equity Theory
Outcome/input ratio
 inputs -- what employee

contributes (e.g., skill)
outcomes -- what employee
receives (e.g., pay)
Comparison other
 person/people against whom

© Simon Clark
we compare our ratio
not easily identifiable
Equity evaluation
 compare outcome/input ratio
with the comparison other
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Overreward vs Underreward Inequity
Comparison
Other
Overreward
Inequity
Outcomes
Outcomes
Inputs
Underreward
Inequity
Inputs
Outcomes
Outcomes
Inputs
McShane/ Canadian OB 6e
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Inputs
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Correcting Inequity Feelings
Actions to correct inequity
Example
Reduce out inputs
Less organizational citizenship
Increase our outcomes
Ask for pay increase
Increase other’s inputs
Ask coworker to work harder
Reduce other’s outputs
Ask boss to stop giving other
preferred treatment
Change our perceptions
Start thinking that other’s perks
aren’t really so valuable
Change comparison other
Compare self to someone closer
to your situation
Leave the field
Quit job
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Equity Sensitivity
Benevolents

Tolerant of being underrewarded
Equity Sensitives

Want ratio to be equal to the comparison other
Entitleds

Prefer receiving proportionately more than others
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Justice Components
Distribution
Principles
Distributive
Justice
Perceptions
• Emotions
• Attitudes
Structural
Rules
Social
Rules
McShane/ Canadian OB 6e
Procedural
Justice
Perceptions
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• Behaviours
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Procedural Justice Structural Rules
Voice
Consistent
Bias-Free
Listens to all
Knowledgeable
Appealable
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
C H A P T E R: F I V E
Motivation in
the Workplace
5
McGraw-Hill Ryerson
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.