CHAPTER 8 Motivation Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview...

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Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

Overview•Employee Expectations & Needs•Motivation•Theories of Motivation•Applying Theory to Reality: Limiting Factors•Building a Positive Work Climate•Focus: The Individual•Motivational Methods•Focus: The Job – Providing an Attractive Job Environment•Focus: The Leader

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Employee Expectations and Needs

•When you become a leader, you will have certain expectations of your employees, and they will have expectations of you:

•Employees expect you to be qualified as a leader.•Employees expect you to be technically competent.•You have to prove your right to supervise.•You must know how to perform every job.

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The Way You Behave as a Leader

•Nearly everyone wants a leader who takes stands and makes decisions, who will stay in charge no matter how difficult the situation is.•Many people expect authority and direction from the boss.•Sometimes you will have an employee who is totally opposed to authority.•Employees want you to be friendly, but they expect you to maintain an objective, work-oriented relationship with each person.

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Communication Between Leader and Employees

•Your workers expect several things from you in the way of communication:

•First, they expect information.•The second type of communication that people want from the boss is feedback on their performance.•A third form of communication that employees expect from you is to have you listen when they tell you something.

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Motivation•Motivation is what makes people tick: the needs, desires, fear, & aspirations within that makes them behave as they do.

•It is the energizer that makes people take action: the why in human behavior.

•Motivation comes from within.

•You cannot motivate people to do good work, but by getting to know your employees you can activate their own motivations.

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Figure 8.1Needs, desires, fears, and aspirations lead to motivation.

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Employee Expectations and Needs

Why Work? Suggests that there are five different character types of work:1.Expert: Motivated by mastery, control, autonomy.2.Helper: Motivating by caring for people.3.Defender: Motivated by protection, dignity.4.Innovator: Motivated by creating, experimenting.5.Self-developer: Motivated by balancing competence, play, knowledge and growth.

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Theories of Motivation•Motivation Though Fear: uses coercion, threats, & punishment.•Carrot-and-Stick: combines fear with incentives.•Economic Person: Frederic Taylor- money is the only thing that people work for.•Human Relations Theory: if workers are treated as people they will get the job done.•Maslow’s Hierarchy of Needs: human beings, are wanting animals, & they behave in ways that will satisfy their needs & wants (see next slide).

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Figure 8.2Maslow’s Hierarchy of Needs.

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Theories of Motivation

Theory Y (McGregor): •Revised the typical view of the way people look at work.•Work is ‘‘as natural as play or rest’’ when it is satisfying a need. •People’s needs, especially their ego & self-actualization needs, can be made to operate on the job in harmony with the needs & goals of the organization.

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Theories of MotivationHerzberg’s Motivation - Hygiene Theory:

•Inadequacies in the job environment create dissatisfaction (dissatisfiers), or hygiene/maintenance factors. •Motivators are factors in the job itself provide motivation & satisfaction (recognition, achievement, the work itself, etc.). •The answer to motivating employees, then, lies in the job itself. •If it can be enriched to provide opportunity for achievement & growth, it will not only motivate the worker to perform well but will also tap unused potential & use personnel more effectively.

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Figure 8.3Herzberg’s Hygiene – Motivation Theory.

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Theories of MotivationBehavior modification:

•Newer method for improving performance.•Bypasses inner motivation & deals instead with behavior change. •Takes off from the behaviorist’s theory that all behavior is a function of its consequences; people behave as they do because of positive or negative consequences to them.

•If the consequences are positive, they will tend to repeat the behavior; if they are negative, they will tend not to. •If you want to improve performance, then, you will give positive reinforcement (attention, praise) whenever people do things right.

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Reinforcement and Expectancy Theory•Praises & rewards employees good behavior, undesired behavior is not reinforced. •Supervisors can modify behavior by giving appropriate praise & rewards.

•Positive reinforcement should be given right after the behavior occurs.•Negative reinforcement is the withholding of praise & rewards for inferior performance.

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Applying Theory to Reality: Limiting Factors1. Nature of many jobs: dull, unchallenging, & boring. 2. Company policy, administration, & management

philosophy. You must be in harmony with the companies goals, & meet with rules & regulations.

3. Extent of your responsibility, authority, & resources.4. Kinds of people that work for you (I am only working

here until…).5. Time.6. Constant pressures.

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Building a Positive Work Climate•Morale: a group spirit with respect to getting the job done.•Morale is made up of individual attitudes toward the work that pass quickly from one person to another until everyone in the group shares the mood. •High morale is the best thing that can happen in a enterprise.•To build a positive work climate focus on: the individual, the job & the supervisor.

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Figure 8.4Twenty ways to building a positive work climate.

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Focus: The Individual

•Get to know your people.

•Deal with security needs: inform, train, structure the work, support, give positive reinforcement, evaluate, praise, build confidence.

•Deal with social needs: satisfy the need for acceptance- make people feel comfortable, coach them, encourage them, get them on your side.

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Motivational Methods

1. Empower the workers.2. Share vital information.3. Work objectively with everyone.4. Be a decisive boss.5. Show appreciation to people’s good deeds as soon as it

becomes apparent.6. Maintain a two-way, personal, and eye-to-eye

communication with everyone on a regular basis.7. Be polite.

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Rewarding Your Employees•Give recognition in a positive manner.

•The entire system of rewards, both monetary & otherwise, must be worked out with care, not only for getting the maximum motivation but also for fairness in the eyes of the employees.

•The performance required to achieve the reward must be spelled out carefully, & the goal must be within reach of everyone.

•People must know ahead of time what the rewards are & must perceive them as fair or they will cause more dissatisfaction than motivation.

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Developing Your Employees•Develop them through training, feedback, encouragement, support, positive reinforcement, & involving them.

•Concrete recognition of improvement can add to the pride of achievement.

•Continue to develop yourself.

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Developing Your Employees•The following are guidelines for empowering your employees:

•Give employees your trust and respect.•Determine exactly what you want employees to be empowered to do.•Train employees in those new areas.•Allow employees to make mistakes without being criticized or punished.•Reward empowered employees who take risks, make good decisions, and take ownership.

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Focus: The Job•Provide an attractive, safe, & secure job environment.•Put the right person in the right job.•Make the job interesting & challenging.•Delegate.•Rearrange work to add responsibility, challenges, etc.•Increased responsibility, participation, & pride of achievement generate high commitment as well as better ways of doing the work.

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Job Loading & Job Enrichment•Job Enrichment: shifting the way things are done to provide more responsibility for one’s work & more opportunity for achievement & recognition.

•Job Loading: Building in job motivators to enrich jobs. This does not mean additional, but similar tasks.

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Focus: The Leader

•The leader holds the key to a positive work climate.

•Employees can be motivated though enthusiasm & expectations.

•Set a good example for your workers; they are going to copy what you do.

•Be a role model.•Management by example •Keep your best side out at all times.

•Establish a climate of honesty.

CHAPTER 8 Motivation Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview...

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