Motivation

1. Motivation MGMT 360 Marie S. Mitchell

2. Motivation • Defined • Forces within a person that affect the direction, intensity and persistence of voluntary behavior • Challenges of Motivation • 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

3. Motivation Theories • Needs Theories • What are the basic needs or drives that motivate behavior? • Process Theories • What are the underlying paths and processes that motivate behavior?

4. NEEDS THEORIES

5. Needs and Drives • Needs • Deficiencies that energize or trigger behavior to satisfy those needs • Drives • Instinctive or innate tendencies to seek certain goals or maintain internal stability

6. Maslow’s Needs Hierarchy Theory Self-actual-ization Five categories placed in a hierarchy Esteem Belongingness Safety Physiological

7. Maslow’s Opinion of Needs • 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

8. Evaluating Maslow’s Hierarchy • 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

9. ERG Theory Needs HierarchyTheory ERGTheory • 3 needs drive behavior • Research provides some, but not much more support for ERG than Maslow’s hierarcy Self- Actualization Growth Esteem Belongingness Relatedness Safety Existence Physiological

10. Learning Needs Theory • Some needs are learned, not innate (e.g., DRIVES) • 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 versus socialized power

11. Implications of Needs Theories • Supporting employee needs • Benefits • Salary • Resources • Development • Provide reward choices • Cafeteria benefits • Do not rely too heavily on financial rewards • Maslow • ERG Theory • Hertzberg’s Motivation-Hygiene Theory

12. PROCESS THEORIES

13. Outcomes& Valences P-to-O Expectancy E-to-P Expectancy Outcome 1 + or - Outcome 2 + or - Performance Outcome 3 + or - Expectancy Theory Effort Motivation (E-to-P) * (P-to-O) * (V) = * It’s a multiplicative model *

14. Outcomes& Valences P-to-O Expectancy E-to-P Expectancy Outcome 1 + or - Outcome 2 + or - Performance Outcome 3 + or - How to Increase Expectancies? (-∞ to +∞) (0-1) (0-1) Effort

15. Specific Relevant Challenging Task Performance Goal-Setting Theory Task Effort

16. Challenges of Setting Difficult Goals High Area of Optimal Goal Difficulty Task Performance Low Moderate Challenging Impossible Goal Difficulty

17. Specific Relevant Challenging Task Performance Commitment Participation Feedback Goal-Setting Theory Task Effort

18. Characteristics of Effective Feedback Specific Effective Feedback Credible Relevant Sufficiently frequent Timely

19. Goal Orientations • Dispositional traits related to pursuing goals in achievement situations • 2 types • Learning goal orientation • tendency to be motivated to learn, develop and grow for future situations • Performance goal orientation • tendency to be motivated to demonstrate and validate your competence

20. Organizational Justice • Distributive Justice (DJ) • Fairness based on outcomes received • Procedural Justice (PJ) • Fairness based on procedures used to make decisions on outcomes • Interactional Justice (IJ) • Fairness based on the treatment received by decision-makers

21. Equity Theory: Basis of DJ • DJ: fairness perceptions of outcomes received • Equity Theory applications to DJ • 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

22. Dilbert on Equity

23. Equity and Motivation The greater the perceived disparity between my input/output ratio and the comparison person’s input/output ratio, the greater my motivation to reduce the inequity.

24. Consequences of Inequity Actions to correct inequity Example

25. Equity Sensitivity • Tendency to react to equity situations in a particular way • 3 types of tendencies • Benevolents • Tolerate being under-rewarded • Equity sensitives • Want ratio to be equal to comparison other • Entitled • Prefer receiving proportionately more than others

26. Procedural Justice (PJ) • Fairness perceptions based on the procedures used to provide outcomes • 6 types of information evaluate PJ • Where the procedures… • consistent • bias-free • accurate • correctable • representative • ethical

27. Interactional Justice (IJ) • Fairness perceptions based on treatment received • 2 types of information evaluate IJ • Information • Was the information clear and accurate? • Interpersonal treatment • Was I treated with dignity and respect?

28. Emotions • • Attitudes • • Behaviors Distributive Justice Procedural Justice Interactional Justice Model of Organizational Justice RULES PERCEPTIONS OUTCOMES Distributions Structural aspects of decisions Social interactions

29. Concluding Questions to You… • Why do you think it is challenging to motivate employees? • Which motivation theory seems to be the most important or effective for you? • Why?