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Presentation to management about what motivates employees.
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MOTIVATION CONCEPTS
What is your motivation to work?Is everyone’s motivation the
same?
A brief history of work place psychology…
Abraham Maslow: The Hierarchy of Needs (1954) Fredrick Herzberg: Motivation/Hygiene Theory
(1959) Douglas McGregor: Theory X and Theory Y
(1960) Clayton Alderfer: ERG Theory (1969) David McClelland: Acquired Needs Theory
(1961) J. Stacy Adams: Equity Theory (1963) Victor Vroom: Expectancy Theory (1964 B.F. Skinner: Operant Conditioning (1957)
Hierarchy of Needs
Self-Actualization Needs (self-driven, reach own potential)
Esteem Needs (recog-nition for acheivement)
Safty Needs (physical and emotional harm)
Physiological Needs (Food, Shelter)
Needs examples
Physiological Needs An employee who needs a job, any job just to pay rent
and buy groceries Safety Needs
An employee who has food and shelter and is looking for more, a safe work environment which will not cause physical or emotional harm
Esteem Needs An employee who has his/her physical, and safety
needs met and wants a job where he/she is recognized for a job well done
Self-Actualization Needs An employee who is self driven and can meet career
goals he/she has set for him/herself
Two-Factor Theory
“What makes people happy is what they do or the way they’re utilized, and what makes people unhappy is the way they’re treated.”
(“An interview with Fredrick Herzberg: Managers or Animal Trainers?” 1971)
Example: Adding internet research responsibilities which provides learning opportunities to a receptionist performing at a substandard level can result in improved performance of all duties if the poor performance is related to boredom with repetitive tasks.
Theory X vs. Theory Y
Theory X managers believe that employees are: lazy and uninterested in work Need constant direction Unwilling to take responsibility Only interested in job security
Theory X managers are generally autocratic and utilize a “top-down” management style
Theory X vs. Theory Y
Theory Y managers believe that: Given the opportunity people will seek out
challenging work People will take on additional work if the work
is satisfactory Theory Y managers will:
Invite participation in the decision-making process from subordinates.
ERG Theory
Named for the Three Levels of Needs: Existence Relatedness Growth
Clayton Alderfer built upon Abraham Maslow’s Hierarchy of Needs
Allows simultaneous levels of needs and movement between the levels
ERG Theory
Self-Actualization Needs (self-driven, reach own potential)
Esteem Needs (recog-nition for acheivement)
Safty Needs (physical and emotional harm)
Physiological Needs (Food, Shelter)
ERG Theory
Existence: Physiological and Safety Needs
Relatedness: Social needs and the esteem we find from others
Growth: Self-esteem and self Actualization Concepts People can work on more than
one level at once and fall backwards in frustration of the difficulty of the higher levels
Acquired Needs Theory
Life Experience motivates people to achieve in one of three areasAchievement AffiliationPower
Acquired Needs Theory
Achievement : people motivated by achievement Take moderate risks Require Frequent Feedback Are solo-workers or work with those interest in
achieving the same level Affiliation: people motivated by affiliation
Seek acceptance within the work group Require regular interaction with co-workers
Power: Personal or Institutional People seeking institutional power usually make
good managers, coordinating work groups to achieve organizational goals
Equity Theory
People are constantly measuring what they put into work against what they get from it
If their perception is that it is a fair trade, they are motivated to continue contributing at the same level
When they perceive that there is an imbalance: They are putting in more than they are getting out, they become demotivated and uninterested in their work, decreasing productivity and quality.
Expectancy Theory
Motivated by potential Reward Individuals calculate the level of effort
required to receive a particular reward to determine whether the reward is worth the effort Expectancy
Does the individual believe in their ability to successfully complete the assignment
Instrumentality “What’s in it for me?” Will the effort justify the
reward? Valence
The answer to the above question: “Do I think it is worth the effort?”
Operant Conditioning
Based on Behavior Modification Behavior can be changed based
on the use of four intervention strategies Positive Reinforcement Negative Reinforcement Punishment Extinction
Operant Conditioning
Positive Reinforcement Encourages continuation of the behavior by providing
a pleasant response when the behavior occurs Negative Reinforcement
Encourages continuation of the behavior by removing an unpleasant response to a behavior
Punishment Discourages future occurrences of the behavior by
providing an unpleasant response when the behavior occurs
Extinction Discourages future occurrences of the behavior by
ceasing to reinforce it.
Motivation Concepts
Everyone has a different motivation to work. These concepts are based on psychological
studies and not every theory works in every situation.
It is our jobs as leaders to understand what are potential motivators of our employees and adapt as best we can to suit their needs and the needs of all the stakeholders whenever possible.
What is your motivation to Work?
LEADERSHIP CONCEPTS
Are you Born a leader
or are you Made a leader?
Leadership Concepts
Are leaders born or made? Thomas Carlyle suggested the “great man” theory,
that is, that leaders are born with innate qualities or traits that set them apart from other “mere men”
Researchers since have found that there is not one set of traits that makes someone a leader
Traits that are found in leaders are also found in followers
Trait theories did not show leaders were successful in different situations using very different methods
As the limitations of early explanations for leadership development became clear, researchers turned to other areas for investigation
Leadership Concepts
Areas that researched turned to in order to explain what makes a good leaderBehavioral TheoriesSituational TheoriesContingency Theories
Behavioral Theories
1940 saw a shift in belief towards that which supported the idea that Leadership could be taught. Anyone could become a leader with the right
information Not based on personality traits Based on what the leader did to make people
follow them Two aspects of behavior became apparent in
the research
Behavior Theory
Two Aspects of Behavior Behavior focused on the structural elements of
the job Establishing rules and guidelines for employees
Behavior that considered the needs of the employees Standing up for employees Explaining decisions
There were leadership characteristics that were not explained by behavioral theories How or why one behavioral aspect worked in one
situation but not another
Situational Theories
Seeks to explain leadership effectiveness in different situations
Elements that are considered How the leaders and followers interact How the work is structured
There are three main situational theories Blake-Mouton managerial grid, 1968 Path-goal theory, 1971 Hersey-Blanchard theory, 1977
Blake-Mouton Managerial grid
Considers two aspects Concern for people Concern for production
Uses 9 levels to measure each aspect Leaders on the lowest
(1,1) level show no concern for people or production
Leaders on the highest extreme show maximum concern for both people and production
Leaders scoring (9,9) are the most effective leaders
Path-goal Theory
Proposes that a leader can impact the behavior of a group by establishing goals and providing direction on reaching those goals
Four leadership styles may be used to accomplish this Directive Supportive Participative Achievement
Path-goal Theory
Directive Specifics what is to be done
Supportive Leader provides encouragement for the group
members Participative
Leader involves the group in decision making process
Achievement Leader establishes a difficult goal and
encourages the group to accomplish it
Hersey-Blanchard Theory
Describe leadership in terms of maturity level of the followers
Two types of maturity Psychological maturity (motivation) Job task maturity (level of experience)
This model provides four styles of leadership appropriate in different circumstances Telling Selling Participating Delegating
Hersey-Blanchard Theory
Telling With an immature team member base the leader must be
direct in providing guidance and defining roles Selling
With some experience, leader is directing in a more general sense; Encouraging motivated followers with lack of experience
Participating Followers may lack necessary motivation and require
support and encouragement to act on their own Delegation
Followers have the maturity to accomplish their tasks, leader identifies the goal and the followers are accountable to produce the results
Contingency Theories
Begins with an assessment of leader’s style Uses the “least preferred co-worker” scale
Indentify the co-worker (past or present) with whom you had the most difficulty working and rate this person on a scale of 1 to 8 on a series of measures such as level of cooperation and friendliness
The result is know as the Least Preferred Co-worker (LPC) A high score indicates the leaders has a greater concern
for people than tasks A low score indicates a greater concern for tasks
LPC score could predict the situation in which the leader would have a better chance of success
Contingency Theory
Describes situations in terms of three aspects Leader-member relations
Relationship between the leaders and members of the group are the key factor in determining the level of influence the leader will have within the group
Task Structure Jobs that are highly structured provide a leader with
greater influence than those that require little structure
Position Power Situations in which the leader has the discretion to
assign tasks or to reward or punish members of the group provide the leader with a greater chance of success
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