Chapter 10

1. Chapter 10 • Motivating Others

2. THE MEANINGS OF MOTIVATION • Motivation is (1) an internal state that leads to effort toward objectives, and (2) an activity performed by one person to get another person to accomplish work. • Motivation might be directed toward subordinates, coworkers, supervisors, or customers.

3. 10 USEFUL ATTITUDES AND SKILLS FOR MOTIVATION • Asking the person what he or she hopes to achieve in the situation. • Figuring out if the person has the ability to do what I need done. • Explaining exactly what you want to the person you are trying to motivate. • Giving lots of feedback to worker. • Specifying what needs to be done.

4. ATTITUDES AND SKILLS FOR MOTIVATION, continued • Treat the other person fairly. • Avoid instilling fear in the person. • Generously praise person who gets your work accomplished. • Before giving a reward, find out what would appeal to the person. • Recognize that having the right skill is needed for person to be motivated.

5. (WIIFM) • “What’s in it for me?” is the most fundamental principle of motivation. • People want to know how they will benefit from performing a task. • Performing a social good might lead to reward of feeling good about oneself. • Must know what needs person is attempting to satisfy.

6. RELATIONSHIP BETWEEN NEEDS AND BEHAVIOR • Needs lead to behavior, or what people actually do. Two examples: • Person with need for affiliation might be extraverted, and motivated to work with others. • Person with need for achievement might be conscientious and motivated to accomplish useful work.

7. NEEDS MOTIVATING 99% OF EMPLOYEES • Achievement • Power • Affiliation • Autonomy • Esteem • Safety and security • Equity (fair treatment) Recognizing these needs enables you to apply the WIIFM principle.

8. THE NATURE OF POSITIVE REINFORCEMENT • Increases the probability that behavior will be repeated by rewarding people for making the desired response. • Reward must be contingent upon doing something right. • Negative reinforcement rewards people by taking away an uncomfortable consequence of their behavior.

9. RULES FOR POSITIVEREINFORCEMENT • State clearly what behavior will lead to a reward. • Choose an appropriate reward. • Supply ample feedback. • Schedule rewards intermittently (surprise!). • Make the rewards follow the observed behavior closely in time.

10. REWARDS FOR POSITIVE REINFORCEMENT, continued • Make the rewards fit the behavior (big deeds merit big rewards, and the reverse). • Make the rewards visible (others should notice the reward, and the recipient should feel the difference). • Change the rewards periodically. • Reward the group or team also.

11. STUDY OF WHAT WORKERS WANT FROM THEIR JOBS • Competitive salary • 100 % health-care coverage • Company-matched 401(k) investments • Bonus programs • Flexible work schedules • Compressed workweek • Good boss relationship • Being treated with respect Source: Harris Interactive/Kronos®

12. USING RECOGNITION TO MOTIVATE OTHERS • Recognition is a powerful form of positive reinforcement, yet low cost or no cost. • Most workers crave recognition, yet feel they do not receive enough of it. • 70% of employees surveyed cited lack of appreciation as key factor for quitting. • Recognition is not a substitute for good pay.

13. MORE ABOUT RECOGNITION • Identify meritorious behavior, then recognize behavior with reward. • Time praise when it will do the most good, such as in a meeting. • Recognition and praise are low cost, yet powerful motivators. • Works best in culture of recognition.

14. Expectancy Theory • How much effort people expend depends on the reward they expect to receive in return. • In other words, WIIFM

15. Expectancy Theory • Assumptions • People are logical and rational. • People want to maximize gain and minimize loss. • People choose among alternatives by selecting the one they think they have the best chance of attaining. • People choose the alternative with the biggest personal payoff.

16. Expectancy Theory Components • Effort to Performance Expectancy “Am I able to do the task?” 0 - 1.0 • Performance-to-Outcome Expectancy “What are my chances of receiving the reward?” 0 – 1.0 • Valence (Exercise 10.3 on page 211) “What is the value or worth of the outcome?” -100 to +100

17. CAPSULE OVERVIEW OF EXPECTANCY THEORY Person will be motivated when • Effort-to-performance expectancy is high. Person believes task is doable. • Performance-to-outcome expectancy is high. Person believes performance will lead to certain outcomes. • Valence is high. Outcome is valuable.

18. HOW MOODS INFLUENCE EXPECTANCY THEORY • Emotions influence impact of expectancies, instrumentalities, and valences. • Positive mood increases perceived connection between (a) effort and performance (b) performance and desired outcomes, and (c) valences attached to those outcomes.

19. DIAGNOSING MOTIVATION WITH EXPECTANCY THEORY • Does person have the right skills and self-efficacy? • How assured is person that performance will lead to the promised reward? • How badly does person want the reward? • Are there any zeroes in response to first three questions? If so motivation will be zero because Motivation = (EP) x (PO) x (sum of all valences for outcomes)

20. GUIDELINES FOR APPLYING EXPECTANCY THEORY • Train and encourage people. • Make explicit link between rewards and performance. • Make sure rewards are large enough. • Understand individual differences in valences. • Use the Pygmalion effect to increase (EP) expectancies. (High expectations become a self-fulfilling prophecy.)