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Learn how to motivate employees effectively by understanding their personalities, values, and needs, setting achievable goals, and providing feedback. Explore theories such as Maslow's Hierarchy of Needs, ERG Theory, and Two-Factor Theory to enhance motivation and job satisfaction. Discover practical strategies for self-esteem improvement, goal setting, feedback provision, and rewards implementation. Watch video examples and engage in discussions on ethical considerations in employee motivation. Enhance your leadership skills and create a motivated workforce.
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Employees will be motivated if • They have a personality that predisposes them to be motivated • Their expectations have been met • The job and organization are consistent with their values • The employees have been given achievable goals • The employees receive feedback on their goal attainment • The organization rewards them for achieving their goals • The employees perceive they are being treated fairly, and • Their coworkers demonstrate a high level of motivation
Is an Employee Predisposed to Being Motivated? • Personality • Conscientiousness • Self-esteem • Chronic • Situational • Socially influenced • Need for achievement • Intrinsic motivation
Increasing Self-Esteem • Self-esteem workshops • Experience with success • self-fulfilling prophecy • trying new experiences and taking little steps • Supervisor behavior • Pygmalion effect • Golem effect
Need for Achievement • McClelland (1961) • Three needs • Need for achievement • Need for affiliation • Need for power
Employee Values and Expectations • Have the employee’s expectations been met? • Realistic job previews (RJPs) • Job descriptions • Have the employee’s needs, values and wants been met? • Maslow’s Needs Hierarchy • ERG Theory • Two-factor Theory
Maslow’s Need Hierarchy Self-Actualization Needs Ego Needs Social Needs Safety Needs Basic Biological Needs
ERG Theory • Growth • Relatedness • Existence
Two-Factor Theory • Motivators • Responsibility • Growth • Challenge • Job control • Hygiene factors • Pay • Benefits • Coworkers • Security
Job Characteristics Theory • Employees desire jobs that are • Meaningful • Allow autonomy • Provide them with feedback • Jobs will have motivating potential if they have • Skill variety • Task identification • Task significance
Job Characteristics and Work BehaviorFried and Ferris (1987) meta-analysis
Setting Goals • Specific • Measurable • Difficult but attainable • Relevant • Time bound • Employee participation http://www.youtube.com/watch?v=qpmUYa1f_5Q&feature=youtu.be
Providing Feedback • Positive Feedback • should be specific • should be sincere • should be timely • Negative Feedback • should be constructive • concentrate on behaviors • always give in private • Self-Regulation Theory
Going Hollywood Office Space (DVD Segment 13)
Going Hollywood 9 to 5 (DVD Segment 5: The Xerox Room)
Let's Talk What was wrong with the feedback in the video clips?
Rewarding Excellent Performance • Timing of the reward • Contingency of the reward • Type of reward http://www.youtube.com/watch?v=A-ZlYBps1p0&feature=related
The Premack Principle • Different things reinforce different people • We can get people to engage in behaviors they don’t like (e.g., studying) by reinforcing them with the opportunity to engage in behaviors they like better (e.g., taking out the trash)
Sample Reinforcement Hierarchy Most Desired - Money - Time off from work - Lunch time - Working next to Wanda - Supervisor praise - Running the press - Getting printing plates - Throwing out oily rags - Typesetting - Cleaning the press Least Desired
Financial Incentive Plans • Individual Incentive Plans • pay for performance • merit pay • Organizational Incentive Plans • profit sharing • gainsharing • stock options http://www.youtube.com/watch?v=aRzkFCijjOQ&feature=youtu.be
Variable Pay Individual (tenure, performance, skill and knowledge) Organizational (gainsharing, profit sharing, stock options) _______________________________________________ Adjustments Location (COLAs) Shift ________________________________________________ Base Pay Market value Job evaluation Benefits
Let's Talk What are the merits of rewarding good performance versus punishing bad performance?
Are Rewards And Resources Given Equitably? • Equity Theory • Components • inputs • outputs • input/output ratio • Possible Situations • underpayment • overpayment • equal payment
Underpayment Work less hard Become more selfish Lower job satisfaction Overpayment No guilt feelings Work harder Become more team oriented Equity Theory
Expectancy Theory • Expectancy • Instrumentality • Valence
Putting it all Together Applied Case Study: Taco Bueno Restaurants
Let's Talk Focus on Ethics Motivation Strategies
What Do You Think? • Although there were some legal ramifications for what Hooter’s did, do you think what they did to the waitress was also unethical? • Do you think that the waitresses were lied to? If so, do you think lying to employees is unethical? • What do you think about the motivating strategy of allowing employees to rip off the shirts of other employees? Is humiliating employees ethical?
What Do You Think? • Is it ethical to promise money or other monetary compensation to students for studying hard? What if the losing students actually studied harder then the winner, but the winner only did well because he/she just happened to be brighter? Would giving that student the money be fair to the students who studied hard? • Does the fact that these motivation techniques had the desired result by increasing sales or decreasing the use of paper outweigh any negative consequences of such motivators?
