Motivation in the Workplace

1. Motivation in the Workplace

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

3. Challenges of Motivating Employees • 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

4. 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 is just as important as need deprivation

5. Maslow’s Needs Hierarchy Theory Self-actual-ization Seven categories capture most needs Need to know Need for beauty Five categories placed in a hierarchy Esteem Belongingness Safety Physiological

6. Self-actual-ization Need to know Need for beauty Esteem Belongingness Safety Physiological 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

7. Self-actual-ization Need to know Need for beauty Esteem Belongingness Safety Physiological 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

8. Four-Drive Theory Drive to Acquire • Need to take/keep objects and experiences • Basis of hierarchy and status Drive to Bond • Need to form relationships and social commitments • Basis of social identity Drive to Learn • Need to satisfy curiosity and resolve conflicting information • Basis of self-actualization Drive to Defend • Need to protect ourselves • Reactive (not proactive) drive • Basis of fight or flight

9. 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

10. How Four Drives Affect Needs • Four drives determine which emotions are automatically tagged to incoming information • Drives generate independent and often competing emotions that demand our attention • Social skill set determines how to translate drives into needs and effort

11. Four Drive Theory of Motivation Social norms Personal values Past experience Drive to Acquire Drive to Bond Mental skill set resolves competing drive demands Goal-directedchoice and effort Drive to Learn Drive to Defend Mental skill set uses social norms, personal values, and experience to translate competing drives into needs and effort

12. Learned Needs Theory • Some needs can be learned • Need for achievement • Desire for challenging and somewhat risky goals, feedback, recognition • Need for affiliation • Desire to seek approval, conform, and avoid conflict • Try to project a favorable self-image • Need for power • Desire to control one’s environment • Personalized versus socialized power

13. 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

14. Outcomes& Valences P-to-O Expectancy E-to-P Expectancy Effort Performance Expectancy Theory of Motivation Outcome 1 + or - Outcome 2 + or - Outcome 3 + or -

15. Increasing E-to-P Expectancy • Train employees • Select people with required competencies • Provide role clarification • Provide sufficient resources • Provide coaching and feedback

16. Increasing P-to-O Expectancy • Measure performance accurately • Describe outcomes of good and poor performance • Explain how rewards are linked to past performance

17. Increasing Outcome Valences • Ensure that rewards are valued • Individualize rewards • Minimize countervalent outcomes

18. Goal Setting at Speedera Speedera Networks employees achieved a challenging revenue goal in one quarter, for which all employees in California and India were rewarded with a free Hawaiian trip. Courtesy of Akamai

19. Specific Relevant Challenging Task Performance Commitment Participation Feedback Effective Goal Setting Task Effort

20. Goal Difficulty and Performance High Area of Optimal Goal Difficulty Task Performance Low Moderate Challenging Impossible Goal Difficulty

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

22. Supervisor Customer Project leader Co-worker Co-worker Subordinate Subordinate Subordinate Multisource (360-degree) Feedback Evaluated Employee

23. 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

24. 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

25. Keeping Pay Equitable at Costco Costco Wholesale CEO Jim Sinegal (shown in this photo) thinks the large wage gap between many executives and employees is blatantly unfair. “Having an individual who is making 100 or 200 or 300 times more than the average person working on the floor is wrong,” says Sinegal, whose salary and bonus are a much smaller multiple of what his staff earn.

26. 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

27. Outcomes Overreward Inequity Outcomes Inputs Inputs Outcomes Underreward Inequity Outcomes Inputs Inputs Overreward vs Underreward Inequity Comparison Other You

28. Correcting Inequity Feelings Actions to correct inequity Example

29. 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

30. • Emotions • Attitudes • Behaviors Distributive Justice Perceptions Procedural Justice Perceptions Organizational Justice Components Distribution Principles Structural Rules Social Rules

31. Procedural Justice Structural Rules Voice Consistent Bias-Free Listens to all Knowledgeable Appealable

32. Motivation in the Workplace