Chapter 4 Motivating Today s Employees

1. 1 Chapter 4Motivating Today�s Employees

2. 2 Introduction Motivating employees is not a new problem Much of the pioneering work in the field of management involved motivation One can find examples of motivation problems dating back to biblical times

3. 3 What is Motivation? Among the definitions are aim, desire, end, impulse, intention, objective, and purpose Motivation comes from the Latin word movere, which means �to move� Today, motivation means getting people to exert a high degree of effort on their job Motivation must come from within

4. 4 What is Motivation? Needs ? Drives/motives ? Goal accomplishment Motivation is a sequence of events. Needs are caused by deficiencies. Motives produce action. Goal accomplishment satisfies the need. As other needs arise, the sequence repeats.

5. 5 Understanding People Why are some people easier to motivate than others? Because people are different, different factors are motivate them Many supervisors, however, expect all employees to react in a similar manner

6. 6 Understanding People People do things for a reason The reason must be identified before you can understand a person�s behavior Too often, an employee�s reason is disregarded Supervisors who do this will never understand employee behavior

7. 7 Understanding People The Pygmalion effect: Self-fulfilling prophecy Employees tend to live up to a supervisor�s expectations, good or bad Humans are complex beings Recognize these differences and learn to deal with them

8. 8 Basic Approaches to Motivation The traditional approach: Evolved from Frederick W. Taylor and the scientific management movement of the 1900s. Is based on the belief that reward systems were not designed to reward high productivity. Taylor believed productive people will slow down if they are given the same compensation as less productive employees.

9. 9 Basic Approaches to Motivation Taylor determined standards of performance by: Breaking jobs down into components Measuring the time need to perform each Taylor�s reward system: Paid one rate for units produced up to the standard Paid a higher rate for units above the standard, plus all units produced during the day. Directly ties financial rewards to performance.

10. 10 Need Hierarchy The need hierarchy approach to motivation is based on the assumption that: Employees are motivated to satisfy needs Money can satisfy only some of those needs This theory is based on the work of psychologist Abraham Maslow

11. 11 Need Hierarchy

12. 12 Need Hierarchy Physical needs: The needs of the human body that must be satisfied to sustain life, such as food, sleep, water, exercise, clothing, and shelter Safety needs: Protection against danger, threat, deprivation. Favoritism, discrimination, and arbitrary administration of policy arouse uncertainty and thereby affect safety needs.

13. 13 Need Hierarchy Social needs: Include love, affection, and belonging. Such needs are concerned with establishing one�s position relative to that of others. Belonging to organizations and identifying with work groups are ways of satisfying social needs.

14. 14 Need Hierarchy Esteem needs: Include self-esteem and the esteem of others Concerned with relationships based on adequacy, independence, and giving/receiving indicators of self-esteem and acceptance Maslow contended that all people have needs for the esteem of others and for a stable, firmly based, high evaluation of themselves

15. 15 Need Hierarchy Self-actualization and self-fulfillment: The need to reach full potential, in terms of abilities and interests The will to operate optimally and thus receive the rewards that are the result of doing so These needs are never completely satisfied

16. 16 Need Hierarchy Maslow believed that: Only one need level is a person�s primary motivation People start with lower-level needs and move up the hierarchy, one level at a time As needs are fulfilled, a new one emerges Many of the tangible rewards given today are used to satisfy physical and safety needs

17. 17 Need Hierarchy Needs are affected by one�s learning experiences, culture, and social upbringing The strength of an individual�s needs may shift under different conditions It is not necessary to completely satisfy one need before another need emerges Individuals satisfy needs in different ways A satisfied need is no longer a motivator

18. 18 Achievement-Power-Affiliation Developed by David McClelland, this theory holds that all people have three needs: Achievement Power Affiliation McClelland maintains that the level of intensity for each need varies from person to person

19. 19 Achievement-Power-Affiliation Supervisors must recognize the differences in dominant needs of themselves and their employees A person with a high need for affiliation would likely respond to warmth and support A person with a high need for achievement would respond well to increased responsibility Supervisors should alter their responses to best fit each employee�s needs

20. 20 Motivation-Maintenance Approach Developed by Frederick Herzberg, this theory deals primarily with motivation through job design It is referred to by several names: motivation-maintenance, dual-factor, motivator-hygiene It is based on the belief that some factors de-motivate employees and others motivate: Hygiene or maintenance factors de-motivate Motivators relate to the job itself

21. 21 Motivation-Maintenance Approach Hygiene or maintenance factors: Job status Interpersonal relations Company policy and administration Job security Working conditions Pay Aspects of personal life affected by work

22. 22 Motivation-Maintenance Approach Hygiene or maintenance factors: He chose these terms because he believed that these factors are preventive These factors will not produce motivation, but will not prevent it Example: Pay will not motivate a person for more than a short time, but insufficient pay can certainly de-motivate him/her

23. 23 Motivation-Maintenance Approach Motivators: Achievement Recognition Responsibility Advancement The challenges of the job Herzberg maintains that true motivation occurs only when both motivator and hygiene factors are present

24. 24 Motivation-Maintenance Approach Herzberg developed an approach called job enrichment, which upgrades jobs by adding motivational factors, such as increased responsibilities Job enlargement involves giving an employee more of a similar type of operation to perform Job rotation means rotating job assignments This theory emphasizes the relationship between job content and employees� feelings

25. 25 Preference-Expectancy Approach Based on the belief that people attempt to increase pleasure and decrease displeasure According to this theory, employees are motivated to work if they: Believe their efforts will be rewarded Value the rewards that are being offered

26. 26 Preference-Expectancy Approach The belief that efforts will be rewarded has two expectancy components: Increased effort leads to increased performance Increased effort leads to increased rewards These expectancies are developed largely from an individual�s past experiences and on perceptions

27. 27 Preference-Expectancy Approach The preference element of this approach concerns the value that the employee places on rewards Organizations have assumed that employees will value whatever rewards are provided Supervisors can affect these components by: Providing proper selection, training, direction Linking rewards to performance Soliciting feedback regarding which rewards are wanted

28. 28 Preference-Expectancy Approach Critics of this approach say: The theory is overly rational Humans don�t always act rationally It ignores impulsive and expressive behavior Despite these criticisms, this is one of the most popular approaches to motivation

29. 29 Reinforcement Approach This theory holds that reinforced behavior is more likely to be repeated Motives are only a minor consideration Four types of reinforcement exist Positive reinforcement Avoidance Extinction Punishment

30. 30 What Can the Supervisor Do? Make the work interesting: Carefully examine each job; look for ways to make them more challenging Relate rewards to performance: Many supervisors are reluctant to do this: Giving equal pay raises is easier; union contract restrictions; organization policy Failing to do so means low performers are not motivated to do more and high performers are motivated to do less

31. 31 What Can the Supervisor Do? Provide valued rewards: Supervisors tend to think of pay as the only reward at their disposal A common myth is that rewards are only set by upper management Employees may value rewards other than pay, such as being assigned to a certain project or receiving new equipment

32. 32 What Can the Supervisor Do? Treat employees as individuals: Different people have different needs There is an increasing tendency to treat employees like computer numbers It gives employees self-esteem and makes them feel like part of the organization It results in more frequent and candid interaction between supervisors and employees

33. 33 What Can the Supervisor Do? Encourage participation and cooperation: Employees like to be part of, and contribute to, their surroundings They are more committed to decisions in which they have participated Most supervisors don�t intentionally discourage participation, they just don�t encourage it Employees must feel that their participation is genuinely valued

34. 34 What Can the Supervisor Do? Provide accurate and timely feedback: No one likes to be in the dark about his/her performance Lack of feedback produces frustration, which negatively impacts performance Give feedback on a regular basis Being overly complimentary causes praise to lose its impact

35. 35 What Can the Supervisor Do? Improperly used criticism can negatively affect motivation: Criticism should be communicated in private Feedback should contain both positive and negative happenings The goal is for the employee to know at all times where he/she stands

36. 36 Job Satisfaction Being motivated does not mean being satisfied Job satisfaction is a general attitude toward the job This mindset may be positive or negative Nor is job satisfaction synonymous with organizational morale

37. 37 Satisfaction & Dissatisfaction Determinants

38. 38 Job Satisfaction Satisfaction and motivation are not synonymous Motivation is a drive to perform Largely determined by the value of rewards and their relationship to performance Satisfaction reflects the employee�s happiness with his/her situation Largely determined by the comfort offered by the environment and situation