Motivation in the Workplace

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

5

Motivation in the Workplace

McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 5-2

Motivation Through Recognition

Panfric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition.

Courtesy Sanova Panafric Hotel


Challenges of Motivating Employees

• Revised employment relationship– Due to globalization, technology, corporate

restructuring that alter the employment relationship.– Potentially undermines trust and commitment

• Flatter organizations– Fewer supervisors to monitor performance.

Employers need to search for more contemporary ways to motivate staff.

• Changing workforce– Gen-X/Gen-Y bring different expectations to the

workplace


MOTIVATION THEORY

• CONTENT THEORY

A) MASLOW’S THEORYB) ALDEFER’S ERG

THEORYC) MCCLELLAND’S

THEORY

• PROCESS THEORY

A) GOAL SETTING THEORY

B) EQUITY THEORYC) EXPECTANCY

THEORY


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 (kepuasan) is just as important as

need deprivation (pelupusan)


Self-actual-ization

Physiological

Safety

Belongingness

Esteem

Seven categories capture most needs

Five categories placed in a hierarchy

Need toknow

Need for beauty

Maslow’s Needs Hierarchy Theory


Psychological – the need for food, air, water, shelter.Safety - the need for s secure and stable environment and the absence of pain, threat or illness.Belongingness/love – the need for love, affection and interaction with other people.Esteem – the need for self-esteem through personal achievement as well as social esteem through recognition and respect from othersSelf-actualization – the need for self-fulfillment, realization of one’s potential.


Maslow’s Needs Hierarchy Theory

– Lowest unmet need has strongest effect

– When lower need is satisfied, next higher need becomes the primary motivator

– Self-actualization -- a growth need because people desire more rather than less of it when satisfied

Self-actual

-ization

Physiological

Safety

Belongingness

Esteem

Need toknow

Need for beauty


Evaluating Maslow’s Theory

– Lack of support for theory

– Values influence needs• People have different

needs hierarchies -- not universal

– Maslow’s categories don’t cover all needs

– Needs change more rapidly than Maslow stated

Self-actual

-ization

Physiological

Safety

Belongingness

Esteem

Need toknow

Need for beauty


Limitation of Maslow Theory…

• Has been dismissed by motivation expert because the theory is not base on research

• The empirical study have concluded that people do not progress through the theory as the theory predict. Ex: some people strive more self-esteem before their belongingness needs have been satisfied

• A person’s need change daily or weekly not every few years.


ERG Theory

• Reorganizes the Maslow theory into three:E – Existence, R-Relatedness, G-Growth• ERG theory describe how people regress down

the hierarchy when they fail to fulfill higher needs


Learned Needs Theory by McClelland

• Some needs can be learned• Need for achievement (nAch)

– Desire for challenging and somewhat risky goals, feedback, recognition

• Need for affiliation (nAff)– Desire to seek approval, conform, and avoid conflict – Try to project a favorable self-image

• Need for power (nPow)– Desire to control one’s environment– Personalized – concerned about maintain position

versus socialized power – power as a mean to help others


Four-Drive Theory

Drive to Bond

Drive to Learn

• Drive to form social relationships and developed mutual caring commitments• Basis of social identity

• Need to satisfy curiosity and resolve conflicting information• Basis of self-actualization

Drive to Defend• Need to protect ourselves from relationship, acquisitions or belief system

• Basis of fight or flight

Drive to Acquire• Drive to seek, take, control and retain object and personal experience.

• Basis of hierarchy and status


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


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


Four Drive Theory of Motivation

Mental skill set uses social norms, personal values, and experience to translate competing drives into needs and effort

Drive to Acquire

Social norms

Drive to Bond

Drive to Learn

Drive to Defend

Personal

values

Past experience

Mental skill set resolves competing drive demands

Goal-directedchoice and effort


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


Expectancy Theory of Motivation

• The motivation theory based on the idea that work effort is directed toward behavior that people believe will lead to desired outcomes

• Through experience, we develop expectation whether can achieve levels of performance

• Develop expectation whether job performance lead to a particular outcomes

• Direct our effort toward outcomes that help fulfill needs


E-to-PExpectancy

P-to-OExpectancy

Outcomes& Valences

Outcome 1+ or -

Effort Performance

Outcome 3+ or -

Outcome 2+ or -

Expectancy Theory of Motivation


Increasing E-to-P Expectancy

• Train employees• Select people with required competencies • Provide role clarification • Provide sufficient resources• Provide coaching and feedback


Increasing P-to-O Expectancy

• Measure performance accurately• Describe outcomes of good and poor

performance• Explain how rewards are linked to past

performance


Increasing Outcome Valences

• Ensure that rewards are valued• Individualize rewards• Minimize countervalent outcomes


Goal Setting Theory

Process of motivating employees and clarifying their role perception by establish performance objective


Specific

Relevant

ChallengingTaskEffort

TaskPerformance

Feedback

Participation

Commitment

Effective Goal Setting


Goal Difficulty and Performance

HighTa

sk P

erfo

rman

ce

Low Moderate Challenging Impossible

Area ofOptimal

GoalDifficulty

Goal Difficulty


Characteristics of Effective Feedback

EffectiveFeedback

Specific

Relevant

Timely

Credible

Sufficientlyfrequent


Multisource (360-degree) Feedback

EvaluatedEmployee

Co-worker

Customer

Subordinate

Projectleader

Supervisor

Co-worker

SubordinateSubordinate


Executive Coaching

• Uses various behavioral methods to help clients identify and achieve goals

• Just-in-time personal development using feedback and other techniques

• Generally effective, but many techniques make it difficult to pinpoint what is effective


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


Equity Theory

A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources.

Employees determine feelings of equity by comparing their own outcome/input ratio to outcome/input ratio of some other person


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 we

compare our ratio– not easily identifiable

• Equity evaluation– compare outcome/input ratio

with the comparison other


Overreward vs Underreward Inequity

YouComparisonOther

Outcomes

Inputs

Outcomes

Inputs

OverrewardInequity

Outcomes

Inputs

Outcomes

Inputs

UnderrewardInequity


Correcting Inequity Feelings

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

Actions to correct inequity Example


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


• Emotions

• Attitudes

• Behaviors

DistributionPrinciples Distributive

JusticePerceptions

Procedural Justice

Perceptions

StructuralRules

SocialRules

Organizational Justice Components


Procedural Justice Structural Rules

Voice

Bias-Free

Knowledgeable

Consistent

Listens to all

Appealable


Discussion Group…

• Group 1 – October 2010

1. Describe Radzi’s personality based on the Big Five personality dimension.

2. Discuss Radzi’s motivational needs using McCllelland’s acquired theory or Learned Needs theory.

3. Discuss the behavior modification model and elaborate on how it can affect Radzi’s motivation and performance level.

4. Explain self-fulfilling prophecy and illustrate how this process is applied in Radzi’s situation.


Group 2 – October 2008

1. Salmah is definitely not satisfied with the decision of her boss. Discuss the effects on her motivation level with reference to the equity theory of work motivation.

2. With reference to the case, salmah may have made wrong perception towards her boss’s decision. Discuss the possible options that Salmah could take in order to provide her with a more accurate perception.

3. With reference to EVLN Model, describe the behavior of Salmah Ali who is dissatisfied with ABS Corp.



1. Discuss John’s personality using the Big Five Model of Personality.

2. Describe John’s behavior from the aspect of locus of control and relate his locus of control to his work values.



1. Explain how Lynda’s and Michael’s situations relate to the equity theory of motivation.

2. Differentiate Lynda’s personality from Michael’s personality from the aspect of their locus of control and self-monitoring.

3. Mark clearly adopted the negative reinforcement method when introducing the new sales performance management system for his salespeople. Explain his action.

Motivation in the Workplace

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