BA 351BA 351Managing Managing OrganizationsOrganizations

Motiv

ation

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The Container StoreThe Container Store

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Motivation is…Motivation is…Internal / IntrinsicBased on

◦Needs, wants, and desiresSources

◦Attitudes◦Values

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External / ExtrinsicPower

◦Position ◦Personal

Motivation is…Motivation is…

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Which type of motivation Which type of motivation comes from the rewards comes from the rewards that are linked to job that are linked to job performance? performance? A) IntrinsicB) Extrinsic

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We cannot be motivated by We cannot be motivated by others…others…

Only influenced

“I’ll build you the bridgeBut

I won’t carry you across”

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Theories of MotivationTheories of MotivationContent Theories

◦ Maslow’s need hierarchy◦ Alderfer’s ERG theory◦ McClelland’s need theory◦ Herzberg’s two-factor theory

• Process Theories

• Expectancy theory

• Equity theory

• Goal-setting theory

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Ord

er o

f Pre

pote

ncy

Physiological Needs

Safety Needs

Social and Belongingness Needs

Esteem Needs

Self- Actualization

Unsatisfied Needs

Content Theories: Need HierarchyContent Theories: Need Hierarchy

Maslow’s Need Hierarchy

People motivated by desire to satisfy specific needs, arranged in a hierarchical order of prepotency*

*Lower level needs must be satisfied before a person can be motivated by higher level needs

Satisfied Needs

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Content Theories: ERG TheoryContent Theories: ERG Theory

Maslow’s Need Hierarchy

Physiological Needs

Safety Needs

Social and Belongingness Needs

Esteem Needs

Self- Actualization

orde

r of p

repo

tenc

y

Existence Needs

Relatedness Needs

Growth Needs

Alderfer’s ERG Theory

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A steady job is an example A steady job is an example of what type of need in of what type of need in Maslow's need hierarchy? Maslow's need hierarchy?

A) PhysiologicalB) SafetyC) SocialD) EsteemE) Self-actualization

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McClelland’s Theory of McClelland’s Theory of NeedsNeeds

PowerAchievement Affiliation

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Two-Factor TheoryTwo-Factor Theory

• Achievement

• Recognition

• Responsibility

• Opportunity for advancement or promotion

• Challenging work

• Potential for personal growth

• Pay

• Technical supervision

• Working conditions

• Company policies and procedures

• Interpersonal relationships with others

• Status

• Security

When increased, lead to greater satisfaction

When deficient, lead to greater dissatisfaction

MotivatorsMotivators Hygiene FactorsHygiene Factors

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Process TheoriesProcess Theories

Expectancy Equity

Goal-Setting

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I1

I2

I3

E

Expectancy TheoryExpectancy TheoryMF = E x (I x V)

MF = Motivational ForceE = Expectancy

I = InstrumentalityV = Valence

MF = Effort Performance

Outcome

Outcome

Outcome

V1

V2

V3

Victor Vroom

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Equity TheoryEquity TheoryMotivation is based on a person’s assessment of the ratio of the outcomes received (pay, status) for inputs on the job (effort, ability) compared to the same ratio for a comparison other

My Outcomes

My inputsvs.

Other’s Outcomes

Other’s Inputs

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Procedural JusticeProcedural Justice

Voice in the decision process

Procedures applied

consistently

Procedures free from bias

Based on accurate information

Formal grievance procedures

Ethical code

Treated with respect

Given reasons for decisions

The degree to which people think the procedures used to determine outcomes are fair. Some rules:

Procedural Procedural JusticeJustice

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Goal-Setting TheoryGoal-Setting TheoryChallenging and specific goals increase human performance because they affectattention, effort, and persistence. To beeffective, managers should address:

• Goal difficulty

• Goal specificity

• Goal commitment

• Participation in setting goals

• Feedback

Edwin Locke

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Make sure your plan is :

pecific

easurable

ction Oriented

ealistic / relevant

ime conscious

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TRUST

COACHING

EMPATHY

BARRIERS

Beliefs&

Attitudes

Communication

What beliefs &attitudes will helpyou build the bridge?

What barriersdo you encounter?

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Trust Implies…Trust Implies…AccountabilityReliabilityPredictability

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Trust Factors and LeadershipTrust Factors and Leadership

1. Actions Are More Important Than Words

2. Respect for the Individual

3. Give Responsibility

4. Listen

5. Involvement in Decisions

6. Respect Confidences

7. Honesty8. Encourage Risk

Taking9. Maintain a

Positive Attitude10. Treat Everyone

Equally

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otivation

bility

hanging Conditions

xpectations

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Motivating Factors:Motivating Factors:

““What Motivates What Motivates Today’s Workers?”Today’s Workers?”

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Instructions:Instructions:

Step 1: Individual RankingWorking alone, rank the items.“What do most workers want in

their jobs? What motivates today’s workers?”◦Put yourself in a worker’s shoes

◦Rank order “Most” (#1) to “Least” (10) important motivating factors

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Instructions:Instructions:

Step 2: Working as a group (2 – 4)Discuss items and come up with

stack ranking of the “Top 10”!No voting, trading or averagingSeek items you mostly agree withConsensus (agree to support it), not

necessarily Unanimous (100% agree)

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Instructions:Instructions:

Step 3: Expert RankingPreliminary:First, please rank what you ACTUALLY

want in your work situation

Expert RankingWrite numbers in Column 3Prepare to look for difference between

Expert and Team scores

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What Managers Assume Employees What Managers Assume Employees WantWant1. Competitive Wages & Benefits2. Job Security3. Opportunity for Growth/Promotion4. Productive Work Environment5. Interesting & Challenging Work6. Management Loyalty7. Fair work rules8. Appreciation for a job well done9. Sensitive to personal situation10. Feeling “in” on things, involved

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What Employees What Employees ActuallyActually Want Want1. Competitive Wages & Benefits2. Job Security3. Opportunity for

Growth/Promotion4. Productive Work Environment5. Interesting & Challenging Work6. Management Loyalty7. Fair work rules8. Appreciation for a job well done9. Sensitive to personal situation10. Feeling “in” on things, involved

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4

7

96

81013

2

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What OSU 2009 Students Want!

1. Competitive Wages & Benefits2. Job Security3. Opportunity for Growth/Promotion4. Productive Work Environment5. Interesting & Challenging Work6. Management Loyalty7. Fair work rules8. Appreciation for a job well done9. Sensitive to personal situation10. Feeling “in” on things, involved

4

6

3

72

81019

5

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MacGregor’s Theory XMacGregor’s Theory XX = People are basically lazy

Management assumes people shun responsibility and prefer to be directed

Management’s job is to set up structures that control workers

Workers are motivated by $$, security, benefits, and working conditions.

Workers respond to fear of punishment.

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MacGregor’s Theory YMacGregor’s Theory Y

Y = People are intrisically motivated

Management assumes people enjoy taking on tasks and thrive on accomplishment

Workers respond to involvement, being listened to, feeling in on things, being appreciated, and interesting work

Management’s job is to stop doing what demotivates workers, free them to develop

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Motivation by DesignMotivation by DesignJob Enlargement

Job Rotation

Job Enrichment

Job Characteristics Model

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TheThe PracticalPractical CoachCoach

Great Work…When you see it, say

it.Be Specific.

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TheThe PracticalPractical CoachCoach

Correcting Poor Habits: Make it private, make it positive Be gentle but direct Be aware of side tracks

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