Transcript The Basics of Motivation

MOTIVATION DEFINED

“…analysis of the various factors which incite and direct an individual’s
action.”
(Atkinson & Birch, 1964)
 ‘The internal mechanisms and external stimuli which arouse and direct
our behaviour’
(Sage, 1977)

Motivation psychology is concerned with the question of “the origin, the
direction and the persistence of behaviour.” (Orlebeke, 1981)

“…the direction and intensity of effort.”

“…the product of the interaction between characteristic individual
differences and physical & social environmental factors.” (Gill, 1986)
(Gill, 1986)
MOTIVATION means
 To
stimulate
 To impel
 To move
 To induce
The Basics of Motivation
Motivation is the result of the interaction
between a person’s internalized needs
and external influences that determine
behavior
“a reason to put forth your best effort”
SO,…WHAT DOES THAT
MEAN?

Strong link between motivation and the behaviour
exhibited

Motivation arises from the cumulative effect of ‘motives’

Motives are:
–
–
–
–

Reasons for doing things
Relatively stable
Dispositions
Acting at the same time (+ve and –ve)
Motives can strengthen or antagonise
UNDERSTANDING
MOTIVATION

Understanding motivation helps answer
WHY?
– Why do some people participate?
– Why do some people continue?
– Why do some people discontinue?
Situation
Personality
Personal Beliefs
ANSWERING
WHY!
Physical
Competence
Social Climate
Mood
Figure 1: Knowledge Interaction (adapted from Whitehead, 1993)
Theories of Motivation

Classical Theory
 Maslow’s Hierarchy of Needs
 Two Factor Theory
 Theories X and Y (Human Resources
Model)
 Expectancy Theory
 Equity Theory
 Goal Theory
Classical Theory
Theory holding that workers are motivated
solely by money
Maslow’s Hierarchy of Needs
(1939-1943)

Maslow argued that needs are
hierarchical and that lower level needs
must be met before a person will try to
satisfy higher level needs
 Once a need has been satisfied, it ceases
to motivate behavior
 People have different needs and are
motivated by different things
Two Factor Theory (Hygiene)
Frederick Herzberg (1975)

A managers poor handling of hygiene
(maintenance factors) is the primary
cause of unhappiness on the job.
 Motivation factors are the primary cause
of job satisfaction.
 The presence of maintenance factors will
not increase satisfaction.
Maintenance Factors

Salary
 Job Security
 Working Conditions
 Status
 Company Policies
 Quality of technical supervision
 Interpersonal relationships among peers
and supervisors
Motivational Factors

Achievement
 Recognition
 Responsibility
 Advancement
 The work itself
 Possibility of Growth
Human Resources Model
(Theory X & Theory Y)
Douglas McGregor (1960)
Individual management philosophy reflects
one of two sets of assumptions about
workers
The two sets were called Theory X and
Theory Y
Theory X

People basically dislike work and avoid it
where possible
 People have to be closely supervised and
threatened with punishment
 Most people prefer to be told what to do,
have little ambition, and want security
 Most people have little creativity
 Most people have limited intellectual
potential
Theory Y

Most people find work natural as play or
rest and develop an attitude based upon
their experience with it
 People respond better with rewards than
punishment
 People will seek out responsibility
 People possess a high degree of
imagination
 People have high intellectual potential
Expectancy Theory
Victor Vroom (1964)
Before choosing a behavior, an individual
will evaluate various possibilities on the
basis of anticipated work and reward
An individual will act in a certain way
based on the expectation that the act will
be followed by a given outcome and on
the attractiveness of that outcome to the
individual
Equity Theory
People’s behavior relates to their
perception of the fairness of treatment
they receive
 Most professional athletes use equity
arguments to support their salary
demands
 Outcomes of perceived unfairness

GOAL THEORY
Intentions to work towards a goal are a
major source of motivation
High goal will result in high level
performance
Participation facilitates acceptance
Locke’s Goal Setting Model
Directing
attention
Regulating
effort
Goals
motivate
by...
Increasing
persistence
Encouraging goalattainment strategies
Task
performance
WHY BE CONCERNED
ABOUT RETENTION

The AMA conservatively estimates the cost of
replacing an employee is approximately 30%
 Higher skilled jobs may be up to 1.5 times their
annual salary
 In a business employing 1000 workers and the
average wage of $10 and assuming a 10% turn
over, the annual impact on profits would be
$840,000
HOW DO YOU RETAIN
GOOD EMPLOYYES
How to keep employees
Prescription for retention
Simply by making a
connection and making them
feel connected
Connection results in commitment and will
offer extra effort.
You are connecting when you understand the
needs of your employees.
Remember the golden rule
Treating them like human beings day to day.
Treating them like you wish to be treated
(and not how you are being treated.
Treat with respect and dignity.
Show them you care or are interested in them.
Attitude, attitude, attitude
Show them though your actions that they are
special
Visit with them and show them that you are
genuinely interested
Stop using “I” or “my” or “me.”
Replace it with our, we, and
us.
Involve Employees
When possible include them in the decision
making process (even when you may have
made the decision)
Trust them
Change managing style –
move away from Theory X and
towards Theory Y type
management.
Prepare for Change
Pull out all the stops and change management
style from the old role of management from
planning, organizing, implementing, and
measuring
to
counseling, coaching, facilitating employees
though processes,
and winning resources for employees
One of the most important
motivational techniques is to
listen to them.
Hire right, hire smart, find the
best-matched person for the
job, and participate in their
success.
Sam Walton said
“I think our story proves there’s absolutely no
limit to what plain ordinary people can
accomplish if they’re given the opportunity
and encouragement to do their best.”
ATTRACTING AND
RETAINING EMPLOYEES
RETENTION
R e ta in in g
e m p lo ye e s
s h o u ld
be
a
p rim e
c o n c e rn o f a n y o rg a n iza tio n b e c a u s e it h a s a
m a jo r im p a c t o n th e b o tto m lin e . R e c ru itin g ,
tra in in g , c o m p e n s a tin g
e m p lo ye e s is e x p e n s ive .
and
m o tiva tin g
new
1. Offer Competitive Compensation.
Competitive pay and benefits are a given.
Do make sure that your firm is
competitive.
Although few departing employees cite
compensation as their top reason for
leaving, your company must provide a
competitive compensation and benefits
program.
2.
Culture Fit.
Hire the right person.
Much turnover is due to hiring mistakes and
issues of chemistry or fit within an
organization.
Recent studies show that nearly 80 percent of
turnover is due to hiring mistakes.
3. Integrate for Success.
The first few weeks of employment are the
most critical time to lay the groundwork for
long-term employee commitment.
Implement a thorough, well-executed
orientation program. Demonstrate your
commitment to a new hire’s success early
on and you will gain trust and commitment
from the employee in the organization.
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4. Align Competencies with
Contributions and Make it Interesting.
Try to make the necessary adjustments to
ensure that employees are interested or
best suited to what they’re doing and
effectively aligned with what the
company needs them to do.
5. Adhere to the new rules to compete for
top talent.
There are different rules which govern a
new generation of employees who have
different needs.
Playing by the old rules can lead to losing
important resources to a competitor that
has already dealt with the new reality.
6.
Provide training and growth
opportunities.
Provide new employees with basic training
in the beginning of the relationship. As
they build time with the company, offer
further training in recognition of their
growth.
The irony of retaining good people is that
the more they feel they are able to grow
and become more marketable, the more
likely they are to stay.
7.
Involvement and Information.
Information is power, and employees want
to be empowered with the information
they need to know to do their jobs better
and more effectively.
And, more than ever, employees want to
know how they are doing in their jobs and
how the company is doing in its business.
8. Offer praise, recognition and
increased visibility.
People want to feel what they do makes a
difference.
Employers often fail to realize that some
of the most effective things they can do
to develop and sustain motivated,
committed employees cost very little or
nothing at all.
9. Reformat Evaluations.
Up front, ask key employees, “What
will it take to keep you motivated,
interested and linked?”
Key employees are more apt to stay
with organizations that are interested
in their unique situations.
Out of this conversation should come a
vulnerability report which leads to a
plan.
10. Sweat the Exit Interview.
Ensure that the interviewer is someone the
exiting employee trusts, to capture the most
honest feedback.
Inaccurate explanations abound as to why
employees leave organizations. Leaders
must sort out fact from fiction, determine the
competitive situation within their industry, and
deal with the hard reality of their
organization’s strengths and weaknesses.
11.
Practice what you Preach.
People do not necessarily commit to an
organization; they commit to the employees and
culture that drive the organization.
Establish your corporate values, then make sure
you walk the talk.
QUESTIONS
1.
2.
3.
4.
How do personality, moods and emotions
affect motivation?
What ‘motives’ do elite competitors
have?
What ‘motives’ do recreational sports
people usually have?
How can we use all of this information
to increase sports performance?