Misconceptions About Motivation

1. Misconceptions About Motivation 1. Some people just aren’t motivated. 2. Motivation is something you do TO others. 3. A happy worker is a productive worker.

2. Why is motivation important? • Motivation determines effort and effort is one determinant of performance • Motivated workers don’t need constant supervision • Motivated workers are more likely to show up • Motivated workers can provide a competitive advantage through ideas and customer service

3. Content Theories of Motivation - Help us understand what motivation IS - Assume behavior to be goal directed - Needs (unsatisfied) are the source of motivation - Need = an internal state of deficiency -Needs Tension Behavior to reduce the tension by satisfying the need (Homeostasis) -At certain times some needs will be more important than others.

4. Maslow’s Hierarchy of Needs Premises: 5 level hierarchy Self- Actualization Need Prepotency Need Progression Esteem Belongingness Security Physiological

5. Alderfer’s ERG Theory Premises: A 3 level hierarchy Need Progression Need Regression Growth Relatedness Existence

6. Argyris’ Immaturity-Maturity Theory Immaturity Maturity Passivity Activity Dependence Independence Few ways of behaving Diverse behavior Shallow interests Deep interests Short time perspective Long term perspective Subordinate position Superordinate position

7. Causes of Employee Satisfaction Traditional View Low Pay High pay Dissatisfaction Satisfaction Herzberg’s Two Factor Theory - Hygiene +Hygiene - Motivators + Motivators Dissatisfaction Satisfaction

8. Herzberg’s Hygiene & Motivator Factors Hygiene Factors Motivator Factors Pay Achievement Working Conditions Recognition Security Work Itself Fringe Benefits Responsibility Company Policies Growth Potential Interpersonal Relations Supervision

9. Assessment of Herzberg Contributions Criticisms 1st to argue that job content Assumed satisfaction design was important causes motivation Advocated job enrichment as Ignored individual a motivational strategy differences. Not Easy to understand, intuitively everyone wants an appealing enriched job Explained why “more” “Method bound” hygiene factors won’t increase motivation

10. McClelland’s Acquired Needs Theory Needs Characteristic Preferences Need for Affiliation Like to work with their friends Opportunities to communicate Need for Power Control over others Attention Recognition Personal vs. Institutional Need for Achievement Like to set own goals “Challenging” goals Like immediate feedback Like individual responsibility

11. Critique of Need Satisfaction Models Need Satisfaction Alternative Model Job Characteristics Need Fulfillment Needs Job Attitudes Job Behaviors Job Characteristics (Objective) (Imputed/perceived) Needs Job Attitudes Job Behaviors

12. Process/Choice Theories They seek to help us understand the processes behind the choices we make: • The decision to expend effort • The level of effort to exert • How effort can be made to persist over time

13. Expectancy Theory Employee’s Managerial Perception Definition Question Implications Valence the perceived value Do I value the Need to identify individual of a particular rewards offered? needs. outcome to an individual. Adjust available rewards to meet those needs. Instrumentality the perceived probability Can I achieve the Select workers with ability. that performance will desired level of Train workers to use abilities. lead to outcomes performance? Support workers with available resources. Clarify performance goals. Expectancy the perceived probability What rewards will Communicate P R possibilities that effort will lead to I get as a result of Confirm P R possibilities task performance my performance? by making ACTUAL rewards contingent on performance.

14. Expectancy Theory Example Perceived Motivation Outcomes V I E Force High Salary 10 .8 IBM Fast Promotions 10 .6 Prestige 10 .5 Freq. Moves -20 .9 Sum V*I 1 .8 .8 High Salary 10 .4 Fed. Fast Promotions 10 .1 Gov. Prestige 10 .3 Freq. Moves -20 .3 Sum V*I 2 1.0 2.0

15. Expectancy Theory Expectancy Theory Perceptions Reality E I V Effort Perf. Rewards Effort Perf. Rewards

16. Reasoning Behind Goal Setting Direction specific goals direct your focus to relevant activities. Effort need to devote more intense levels of effort toward difficult goals Persistence specific, difficult goals encourage you to persist longer at a task than would be the case with less difficult or vague goals.

17. A Model of Goal Setting Knowledge of Goal Goal Results Attributes Aspirations Outcomes + Goal Content Specificity Difficulty Goal Intentions Performance Past Performance Goal Setting Process Assigned Participative

18. Goal Difficulty Controversy Goal Setting Theory N Ach Expectancy Theory P E R F O M A N C E H H H M M M L L L Easy Medium Hard Easy Medium Hard Easy Medium Hard Goal Difficulty Goal Difficulty Goal Difficulty

19. A Modified Model of Goal Setting Goal Content Specificity Difficulty Goal Setting Process Assigned Participative Goal Intentions Past Performance Performance Individual Differences Personality (Self efficacy) Needs (N Ach) Cognitions (attributions) Perceptions (expectancies)

20. The Role of Incentives High Performance Level Low Easy Hard Perceived Goal Difficulty Piecerate bonus

21. Criticisms of Goal Setting • Difficult to Sustain • Works best on simple jobs • Encourages Game-Playing • Another Control Device • Can become an obsession (Means-end reversal)

22. Equity Theory Perceptions 1. Perceptions of outcomes received 2. Perceptions of inputs required 3. Perceptions of the outcomes and inputs of a “Referent” other O/I O/I OI OO II IO OI OO OI II IO II OO IO < or = > Under Reward Over Reward Equity Inequity

23. Equity Theory Reactions Equity Inequity Motivation to Motivation to reduce maintain current inequity: situation 1. Change inputs 2. Change outcomes 3. Alter perceptions of self 4. Alter perceptions of other 5. Change referent other 6. Leave the situation

24. Equity Sensitivity Entitleds High Low Satisfaction Equity Sensitives Benevolents Under Reward Equity Over Reward

25. Justice Perceptions Distributive Justice Procedural Justice Interactive Justice

26. A Perspectives Approach to Motivation Motivation Questions What is it? How does it work? (Content Theories) (Process Theories) Maslow’s Hierarchy Expectancy Theory Alderfer’s ERG Theory Equity Theory Herzberg’s 2 Factory Theory Goal Setting Theory McClelland’s Learned Needs Rational Economic Theory Reinforcement Theory Scientific Management Internal External Location of the Prime Mover

27. Questions Approach to Motivation Theory • What energizes behavior? • What channels energized behavior? • How can one maintain energized behavior?

28. An Integrated Model of Motivation Individual Factors Environmental Factors Alternative Associated Actions Outcomes 1. 1. 2. 2. 3. 3. Etc. Etc. Needs Tension Energized Effort Ability Role Perceptions Selection of an alternative Actual Actual Performance Rewards Effort Equity Perceptions Satisfaction

29. Implications of Motivation Theory for Managers 1. Managers can influence employee motivation. 2. Motivation is not the ONLY cause of performance. 3. Some factors managers have control over, others they do not. 4. Managers who fail to discriminate have no power. 5. Managers need to diagnose the cause of low performance before taking action. 6. Establishing goals to direct behavior is important to any motivation program. 7. Rewards can be a powerful tool, IF...

30. Typical Reasons Why Workers Fail to Perform Reason Potential Managerial Problem • 1. Doesn’t understand Inability to impart public knowledge • directions (poor communicator) • Lacks ability Selection, transfer, termination problem • Dislikes the work Selection, placement or job design • problem • Rewards are not viewed Lack of understanding of needs of • as rewards workforce; or satisfaction problem • No relationship between Lack of discrimination problem • work output and rewards • Employees are in a Working from the value system of the • different career stage than manager rather than from the • manager subordinate’s value system