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CHAPTER 11

CHAPTER 11. MOTIVATING OTHERS. TWO MEANINGS OF MOTIVATIION. Motivation is (a) an internal state that leads to effort toward objectives, and (b) an activity performed by one person to get another person to accomplish work.

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CHAPTER 11

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  1. CHAPTER 11 MOTIVATING OTHERS

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

  3. TEN USEFUL ATTITUDES AND SKILLS FOR MOTIVATION • Ask the person what he or she hopes to achieve in the situation. • Figure out if the person has the ability to do what you need done. • Explain exactly what you want person to do who you are trying to motivate. • Give lots of feedback to the worker. • Specify 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 person must have the right skill in order to be motivated.

  5. “WHAT’S IN IT FOR ME?” (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 therefore motivated to work with others. • Person with need for achievement might be conscientious and therefore motivated to accomplish useful work.

  7. SEVEN KEY NEEDS Ninety-nine % of employees are motivated by one or more of the following needs: • Achievement (satisfaction of completing projects) • Power (satisfaction from influencing and controlling others) • Affiliation (satisfaction from interacting with others, forming friendships) • Autonomy (freedom and independence)

  8. Seven Key Needs, continued • Esteem (want to feel good about self, judge worth based on recognition and praise) • Safety and security (seek job security, steady income, ample medical and health insurance) • Equity (seek fair treatment, and become discouraged if coworkers are treated better) Recognizing these needs enables you to apply the WIIFM principle.

  9. BACKGROUND CONCEPTS FOR USING POSITIVE REINFORCEMENT • Behavior modification changes behavior by manipulating rewards and punishment. • Law ofeffect—behavior that leads to positive consequences is repeated; negative consequences slow the behavior. • Positive reinforcement increases probability that behavior will be repeated by giving reward for desired response.

  10. Concepts for Positive Reinforcement, continued • Reward must be contingent upon doing something right. (Simply giving compliment or gift is not positive reinforcement.) • Negative reinforcement is rewarding people by taking away an uncomfortable consequence of their behavior. It is the opposite of punishment. • Behavior modification, including positive reinforcement, requires systematic approach.

  11. RULES FOR POSITIVE REINFORCEMENT • State clearly what behavior will lead to a reward. • Choose an appropriate reward. (An appropriate reward is effective.) • Supply ample feedback. • Schedule rewards intermittently (surprise with a reward). • Make the reward follow the observed behavior closely in time.

  12. Rules for Positive Reinforcement, concluded • Make the rewards fit the behavior. (Big deeds merit big rewards, and reverse.) • Make the rewards visible. (Others should notice the reward, and the recipient should feel the difference.) • Change the reward periodically. (The same reward can grow stale.) • Reward the group or team also.

  13. WHAT WORKERS WANT FROM THEIR JOB AND EMPLOYER • Competitive salary • 100 percent of healthcare coverage paid by employers • Company-matched 401(k) investments • Bonus programs • Flexible work schedules • Compressed workweek • Good relationship with boss

  14. What Workers Want, continued • Being treated with respect • Making a contribution to the company, and perhaps society Although only factors 1, 2, and 3 are in rank order, factors 4 though 9 are also considered important for job satisfaction. Table prepared from study of 1,051 workers.

  15. WHY RECOGNITION IS EFFECTIVE MOTIVATOR • Recognition programs to reward and motivate employees are standard practice. • Recognition program is strong motivator because of normal recognition craving. • Most workers feel recognition deficient. • Recognition not substitute for good pay. • Recognition tied in with other motivators, such as pay increases and promotions.

  16. APPROACHES TO GIVING RECOGNITION • Identify a meritorious behavior, then give oral, written, or material reward. • Use rules for positive reinforcement, and time praise for when it will do the most good. (Staff meeting is good occasion.) • Recognition award should help employee feel appreciated for contribution made. • Economic value of award less important than focus on employee’s contribution.

  17. Approaches to Giving Recognition, concluded • Recognition statements more effective when expressed in specific, rather than general terms. • High-power approach is for manager to hold personal celebrations of outstanding accomplishment. • Celebration could include meal in restaurant or in workplace to honor outstanding accomplishment.

  18. FINE POINTS ABOUT GIVING RECOGNITION • Recognition, including praise, is low cost, or no cost, yet powerful motivator. • Not everyone responds well to same form of recognition. • Technical people prefer laid-back, factual statement of praise. • Women may be more receptive to praise. • Company culture of recognition is helpful. • Recognition can become an entitlement.

  19. 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 that performance will lead to certain outcomes. • Valence is high. Outcome is valuable to person.

  20. BASIC COMPONENTS OF EXPECTANCY THEORY • Effort-to-performance expectancy is the individual’s probability that effort will lead to performing the task correctly. • Performance-to-outcome expectancy is the individual’s probability that performance will lead to certain outcomes or rewards. • Valence is the value, worth, or attractiveness of an outcome.

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

  22. 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 the person want the reward? • Any zeroes in response to first three questions? If so, motivation will be zero because Motivation = (EP) x (P) x (sum of all valences for outcomes).

  23. 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) expectancies. (High expectations become self-fulfilling prophecy.)

  24. TECHNIQUES FORSELF-MOTIVATION Many people never achieve satisfying careers or realize their potential because of low motivation. The following suggestions can help fix the problem: • Set goals for yourself. (Goal setting is a major self-motivation technique.) • Find intrinsically motivating work. (Some work is fun or its own reward.)

  25. Self-Motivation Techniques, continued • Get feedback on your performance. (Positive feedback acts as a reward.) • Apply behavior modification to yourself. (Decide which actions you want to increase, then choose suitable rewards and punishments.) • Improve your skills relevant to your work goals (Appropriate training enhances your self-confidence.)

  26. Self-Motivation Techniques, concluded • Raise your level of self-expectation. (According to the Galatea effect if your raise your level of self-expectation, you will achieve more.) • Develop a strong work ethic. (Commitment to the idea that work is valuable and joyful automatically leads to strong motivation.)

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