Chapters 5 & 6 Motivation Concepts and Applications

1. Chapters 5 & 6Motivation Concepts and Applications

2. What Is Motivation? Motivation:A willingness to do some act, conditioned by the action’s ability to satisfy some need for the person. Need: A physiological or psychological deficiency that makes certain outcomes appear attractive to the person. (Note: P = M x A)

3. Theories of Motivation • Content (or Need) Theories: Attempt to tell us what motivates people. • Maslow’s Hierarchy Theory • McGregor’s Theory X and Y • Herzberg’s Theory • McClelland’s Theory • Job Design Model

4. Theories of Motivation • Process Theories: Attempt to tell us how motivation takes place. • Expectancy Theory • Goal Setting Theory • Behavior Modification (Learning) Theory • Equity Theory

5. Content Theories: Maslow’s Hierarchy

6. Content Theories: McGregor’s X & Y • Theory X Workers • Dislike work • Must be threatened with punishment • Avoid responsibilities • Seek formal direction • Require security • Little ambition • Theory Y Workers • View work as natural • Self-directed • Exercise self-control • Accept responsibility • Seek responsibility • Make innovative decisions

7. Hygiene factors affectjob dissatisfaction Motivator factors affectjob satisfaction • Quality of supervision • Pay • Company policies • Physical working conditions • Relations with others • Job security • Promotional opportunities • Opportunities for personal growth • Recognition • Responsibility • Achievement High Job Dissatisfaction 0 Job Satisfaction High Content Theories: Herzberg’s Two-Factors

8. Herzberg’s Two-Factor Theory • If managers eliminate factors creating job dissatisfaction, they may bring about “peace” but not necessarily motivation. • If managers want to motivate, they should emphasize factors associated with the work itself (or outcomes directly derived from it).

9. Content Theories: McClelland's Needs • Need for achievement (nAch) - drive to excel • Need for power (nPow) - need to make others behave in ways they would not otherwise • Need for affiliation (nAff) - desire for friendly and close interpersonal relationships

10. McClelland's Needs Theory • High nAchievers: Prefer jobs with personal responsibility, feedback, intermediate risk. • High nAchievers: Not necessarily good managers. • nAffiliation and nPower: Are both closely related to managerial success.

11. Content Theories: Job Char’s Model

12. Applications of Job Char’s Model:Job Redesign & Work Scheduling Programs • Improve the job’s “VISAF” • Use employee involvement & participation • Look to job rotation • Look to job sharing • Consider flextime • Consider telecommuting

13. Application of Content Theories Managers must appreciate the difference between: • Intangible (intrinsic) vs. tangible (extrinsic) needs. Examples of Intangible (intrinsic) needs: • trust, respect • autonomy • involvement • teamwork • mastery • recognition • guidance • structure • sense of purpose • fairness • gratifying work • acceptance (Do managers have greater control over tangible or intangible rewards?)

14. Theories of Motivation • Process Theories: Attempt to tell us how motivation takes place. • Expectancy Theory • Goal Setting Theory • Behavior Modification (Learning) Theory • Equity Theory

15. Process Theories: Expectancy • Motivation is a process governing choice • Assumes Perf. = (Mot. x Ability) and that Mot. = (V x I x E) • Works well for diagnosing • Works well for predicting discrete and important job choices

16. The Expectancy Process

17. Process Theories: Goal Setting Goal Setting Theory • Assumes conscious goals and intentions will drive (or motivate) behavior • Important terms: • S • M • A • R • T Ownership of goal also critical for motivation! • Remember Self-Efficacy

18. The “SMART” Goal-Setting Process Use SMART Rules to Set Goals Involve Employees to Gain Ownership and Commitment Monitor and Provide Support and Regular Feedback Motivation and Performance

19. Beware of “Goals Gone Wild!” The “dark side” of writing good SMART goals: • Higher order goal displacement: • Short term goals, plus a high pay off, can lead to some nasty outcomes as people become myopically focused and quickly take the low road; • Short term, high stakes goals will crowd out long term goals and work against the long term interest of the organization (for example, strong quarterly earnings goals with strong incentives/punishments, work against LR R&D investments, etc.).

20. Process Theories: Behavior Modification (or Learning Theory) • Assumes all human behavior is shaped (or “reinforced”) by its environmental consequences • Important terminology: • Reinforcement (both +/-): increasesprobability of a behavior • Punishment (both +/-):decreasesprobability of a behavior • Tricky Application: When is a rewarda punishment? (Hint: What’s the role of human cognition in all this?) (See also: Cognitive Evaluation Theory)

21. Using Behavior Modification and Consequences to Manage Behavior • Focus on specific behaviors • Respond quickly • Be consistent • Use positive reinforcement • Punish sparingly • Praise publicly; punish privately • Provide alternative behaviors • Don’t hope for A while rewarding B (it’s called “Learning Theory” for a reason!)

22. Process Theories: Equity Theory • Assumes people are motivated (in a social context) to attain fairness • Inputs, Outcomes and “comparison other” • Inequity tension behaviors (to eliminate it) • Behaviors to eliminate the inequity are very predictable

23. When employees perceive inequity, they will: • Change attitudes/perceptions about inputs and/or outcomes (of self or comparison other) • Increase own outcomes and/or decrease inputs • Use different “comparison person” • Try to get “other” to change inputs and/or outcomes • Quit their job or seek to transfer

24. In summary... • Content theories: • Basic survival needs (i.e., food, water, etc.) • Higher level intrinsic needs (i.e., list of intangibles) • Process theories: • Establishing clear “if-then” linkages • Establishing vague “trust-based” linkages What about money? Does it motivate? • Of course, money matters hugely! • But it typically does NOT “motivate” because: • It only matters up to a certain “point” • It’s rarely ever “contingent” • Advice: Pay enough to take money “off the table,” then create a culture that motivates through higher levels of intrinsic needs (like mastery, autonomy, purpose, etc.)

25. Putting it all together . . . So, why do so many managers often fail at properly motivating their employees? 1. They are usually guilty of “projection” (Note to Self: People will always commit themselves for “their” reasons, not mine!) 2. They assume “one-size-fits-all” 3. They don’t appreciate the difference between tangible vs. intangible rewards 4. They don’t appreciate the difference between features and benefits

26. To motivate your people, you should know.... • Their tangible needs • Their intangible needs • Their skills and abilities • Their background and experience • The tasks they like and dislike • Their job and career goals • Their personal goals and ambitions