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Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Employee Motivation: Foundations

and Practices

Chapter FiveChapter Five

Courtesy Sarova Panafric Hotel


Sarova Panafric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition.

Motivating Staff atSarova Panafric Hotel

Motivating Staff atSarova Panafric Hotel


5-3

Motivation Defined

The forces within a person that affect the direction, intensity, and persistence of voluntary behavior

Motivated employees are willing to exert particular level of effort (intensity), for a certain amount of time (persistence), toward a particular goal (direction)

5-4

Drives and Needs

Drives (also known as: primary needs, fundamental needs, innate motives) Drives are neural states that energize individuals to

correct deficiencies or maintain an internal equilibrium Drives are prime movers of behavior by activating

emotions, which put us in a state of readiness to act

Self-concept, social norms, and past experience

Drives(primary needs)

NeedsDecisions

and Behavior

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Drives and Needs

Needs Needs are goal-directed forces that people experience Drive-generated emotions directed toward goals Goals formed by self-concept, social norms, and

experience

Self-concept, social norms, and past experience

Drives(primary needs)

NeedsDecisions

and Behavior

Refer to textbook, page 92

5-6

Self-actual-ization

Physiological

Safety

Belongingness

Esteem/ self and others

Seven categories capture most needs

Five categories placed in a hierarchy

Need toknow

Need for beauty

Maslow’s Needs Hierarchy Theory

Developed by Abraham Maslow in 1940s

5-7

Maslow’s Hierarchy of Needs

Opportunities for growth development, problem solving, creativity

Training, recognition, high status, increased responsibilities

Work groups, clients, coworkers, supervisors

Working conditions, employment security, pay, and benefits

Self- Actualization

Esteem(self and others)

Belonging and Love

Safety and Security

Physiological Needs(air, food, drink, shelter, sleep, sex)

Education, religion, personal growth

Approval of family, friends, community

On the JobOff the Job

Family, friends, community groups

Freedom from war, pollution

5-8

Maslow’s Needs Hierarchy Theory

We are motivated simultaneously by several needs, but the lowest unmet need has strongest effect

As the person satisfies a lower level need, the next higher need in the hierarchy becomes the primary motivator

Self-actualization -- a growth need because people desire more rather than less of it when satisfied

Self-actual-ization

Physiological

Safety

Belongingness

Esteem

Need toknow

Need for beauty


5-9

Evaluating Maslow’s Theory

Lack of support for theory

Maslow’s needs aren’t as separate as assumed

People progress to different needs

Needs change more rapidly than Maslow stated

Self-actual-ization

Physiological

Safety

Belongingness

Esteem

Need toknow

Need for beauty

5-10

What’s Wrong with Needs Hierarchy Models?

Wrongly assume that everyone has the same needs hierarchy (i.e. universal)

Instead, each person has a unique needs hierarchy Shaped by our self-concept -- values and social identity

5-11

Learned Needs Theory

David McClelland argued that drives are innate

Needs are shaped through self-concept, social norms, and past experience

Therefore, needs can be “learned” (i.e. strengthened or weakened through experience)

McClelland examined three of these ‘learned’ needs i.e. need for achievement, need for affiliation, and need for power

5-12

Three Learned Needs

Need for achievement (nAch) Values competition against a standard of excellence; Want reasonably challenging goals

Need for affiliation (nAff) Desire to seek approval, conform to others wishes Avoid conflict and confrontation

Need for power (nPow) Desire to control one’s environment (others) Personalized power (advancing personal interests)

versus socialized power (helping others)

5-13

Four-Drive Theory

Drive toBond

Drive toLearn

• Drive to form relationships and social commitments• Basis of social identity and cooperation

• Drive to satisfy curiosity and to know and understand ourselves and the environment around us

Drive to Defend

• Need to protect ourselves physically and socially• Reactive (not proactive) drive• Basis of fight or flight

Drive to Acquire

• Drive to seek, take, and control objects and personal experiences• Basis of competition and status

5-14

Four Drive Theory of Motivation

Mental skill set uses social norms, personal values, and experience to translate competing drives into needs and effort

Drive to Acquire

Social norms

Drive to Bond

Drive to Learn

Drive to Defend

Personal values

Past experience

Mental skill set resolves competing

drive demands

Mental skill set resolves competing

drive demands

Goal-directedchoice and effort

Goal-directedchoice and effort


Expectancy Theory of Motivation

Employee Motivation: Foundations and Practices


5-16

Increasing E-to-P-to-O Expectancies

Used to provide clear guidelines for improving employee motivation through recommendations for each of the theory’s components:Increasing E-to-P Expectancies Assuring employees have the necessary competencies Person-job matching Provide role clarification (perception ) and sufficient

resources through effective communication and feedback

Increasing P-to-O Expectancies Measure performance accurately More rewards for good performance Explain how rewards are linked to performance

5-17

E-to-PExpectancy

P-to-OExpectancy

Outcomes& Valences

Outcome 1+ or -

Effort Performance

Outcome 3+ or -

Outcome 2+ or -

Expectancy Theory of Motivation


Goal Setting and Feedback



5-19

Effective Goal Setting

Goal setting is the process of motivating employees and clarifying their role perceptions by establishing performance objectivesIt increases employee performance in two ways: (1) by stretching the intensity and persistence of effort and (2) by giving employees clearer role perceptionsEffective goals must meet six conditions:

What are SMART goals?

Specific

Relevant Challenging

Specific

Relevant Challenging

Commitment Participation Feedback

Commitment Participation Feedback


5-20

Characteristics of Effective Feedback

EffectiveFeedbackEffective

Feedback

SpecificSpecific

RelevantRelevant

TimelyTimely

CredibleCredible

FrequentFrequent


5-21

Evaluating Goal Setting and Feedback

Goal setting is one of the most respected theories in terms of validity and usefulness

Goal setting/feedback limitations: Focuses employees on measurable performance

(quantity vs. quality of output) Tied to pay - employees motivated to set easy goals


Organizational Justice



5-23

Elements of Equity Theory

Equity theory: a theory that explains how people develop perceptions of fairness in the distribution and exchange of resources. It has three elements: Outcome/input ratio

— comparing own outcome/input ratio to that of others— inputs -- what employee contributes (e.g., skills, effort,

experience)— outcomes -- what employee receives (e.g., pay, benefits,

promotion) Comparison other

— person/people against whom we compare our ratio— The comparison other may be another person in the same job,

another job, or another organization Equity evaluation

— People develop feelings of equity or inequity by comparing their own outcome/input ratio with the comparison other’s ratio

5-24

Correcting Inequity Feelings

Reduce our inputs Less organizational citizenship

Increase our outcomes Ask for pay increase

Increase other’s inputs Ask coworker to work harder

Reduce other’s outcomes Ask boss to stop giving other preferred treatment

Change our perceptions Start thinking that other’s benefits aren’t really so valuable

Change comparison other Compare self to someone closer to your situation

Leave the field Quit job

Actions to correct inequity Example



Job Design and Empowerment



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Job Design

Some jobs have very few tasks and usually require little skills and effort.

Other jobs are complex and require years of learning.

The challenge (organization's goal) is to find the right combination of tasks to perform the job effectively yet employees are motivated and engaged. This challenge requires careful job design

Job design is the process of assigning tasks to a job, including the interdependency of those tasks with other jobs

5-27

Job Specialization

Dividing work into separate jobs that include a subset of the tasks required to complete the product or service (e.g. manufacturing orgs. and call centers)

Why would companies divide work into such tiny bits? The answer is that job specialization improves work efficiency because: employees have fewer tasks to perform and therefore

spend less time changing activities, so less time is needed to complete the job

employees require fewer physical and mental skills to accomplish the work, so less time and resources are needed for training

employees practice their tasks more frequently, so jobs are mastered quickly

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Advantages Disadvantages

Evaluating Job Specialization

Less time changing activities

Lower training costs

Job mastered quickly

Better person-job matching

Job boredom

Higher absenteeism/turnover

Lower work quality

Lower motivation

5-29

Job Enrichment

Giving employees more responsibility for scheduling, coordinating, and planning one’s own workPeople in enriched jobs experience higher job satisfaction and work motivation, along with lower absenteeism and turnoverTwo ways can be used to increase Job enrichment:

1. Combining interdependent tasks into one job

Stitching highly interdependent tasks into one job. For example, teachers perform all tasks related to teaching

2. Establishing client relationships Getting employees directly responsible for specific

clients Communicate directly with those clients

5-30

Dimensions of Empowerment

Meaning

Competence

Employees care about their work and believe their work is important

Employees have feelings of self-efficacy and are confident about their abilities to perform their job effectively

ImpactEmployees feel their actions and decisions influence organization’s success

Self-determination

Employees feel they have freedom, independence, and discretion over their tasks

Empowerment is a psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization

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Supporting Empowerment

Individual factors Employees must possess required competencies

to be able to perform the work

Job design factors Autonomy, task identity, task significance, job

feedback

Organizational factors Resources, learning orientation, trust


5-32

Workmotivation

Growthsatisfaction

Generalsatisfaction

Workeffectiveness

Job Characteristics Model

Feedbackfrom job

Knowledgeof results

Skill varietyTask identity

Task significanceMeaningfulness

Autonomy Responsibility

Individualdifferences

CriticalPsychological

States

Core JobCharacteristics Outcomes

Refer to textbook, pages 104-105


Employee Motivation: Foundations

and Practices

Chapter FiveChapter Five


Business

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