Motivation and Performance

McGraw-Hill/IrwinContemporary Management, 5/e

Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

chapter thirteen

Learning Objectives

1. Define motivation.

2. Understand numerous different approaches to how employees are motivated in the workplace

Maslow’s Hierarchy of Needs

Herzberg’s 2-Factor Theory

McClelland’s Theory of Needs

Equity Theory

Expectancy Theory

Operant Conditioning Theory

3. Serve up Real World Motivational practices

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Q. Why is motivating employees (or not)

one of the most important things a

manager does?

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13-4

The Nature of Motivation

Motivation - The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence

• Direction - possible behaviors the individual could engage in

• Effort - how hard the individual will work• Persistence - whether the individual will keep

trying or give up

Defining Motivation

Motivation is not a personality trait, which either you have or you don’t…

Motivation is something everyone has and it varies by individual and between individuals based upon the situation

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The Nature of Motivation

• Intrinsically Motivated Behavior– The sense of accomplishment and

achievement derived from doing the work itself

• Extrinsically Motivated Behavior– Behavior that is performed to acquire material

or social rewards or to avoid punishment.– The source of the motivation is the

consequences of the behavior and not the behavior itself.

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Outcomes and Inputs

• Input - Anything a person contributes to his or her job or organization (Time, effort, skills, knowledge, work behaviors)

• Outcome - Anything a person gets from a job or an organization (pay, job security, autonomy, accomplishment)

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The Motivation Equation

Figure 13.1

Motivation Theory #1 – Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs – humans will strive to meet needs, only moving on to higher level needs once a need is met.

Implication – In order to motivate people, you must try to meet the lowest level of unmet needs that they have

.

Motivation Theory #1 – Maslow’s Hierarchy of Needs

Self-actualizatio

nSelf-

fulfillmentEsteem or egoRecognition,

Confidence, Success, StrengthSocial

Acceptance, Belonging, Love, AffectionSafety

Security, Protection, Comfort, Peace, Surroundings

PhysiologicalFood, Thirst, Sleep, Health, Body needs, Exercise,

Rest

Higher-order needs

Lower-order needs

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Maslow’s Hierarchy of Needs

Table 13.1

Self-Self-actualizationactualization

Self-Self-actualizationactualization

Realize one’sRealize one’s full potentialfull potential

Realize one’sRealize one’s full potentialfull potential

Use abilities Use abilities to the fullestto the fullest

Use abilities Use abilities to the fullestto the fullest

EsteemEsteemEsteemEsteem Feel good Feel good about oneselfabout oneself

Feel good Feel good about oneselfabout oneself

PromotionsPromotions and recognitionand recognition

PromotionsPromotions and recognitionand recognition

BelongingnessBelongingnessBelongingnessBelongingness Social Social interaction, loveinteraction, love

Social Social interaction, loveinteraction, love

Interpersonal Interpersonal relations, partiesrelations, parties

Interpersonal Interpersonal relations, partiesrelations, parties

SafetySafetySafetySafety Security, stabilitySecurity, stabilitySecurity, stabilitySecurity, stability Job security, Job security, health insurancehealth insurance

Job security, Job security, health insurancehealth insurance

PhysiologicalPhysiologicalPhysiologicalPhysiological Food, water, Food, water, sheltershelter

Food, water, Food, water, sheltershelter

Basic pay level Basic pay level to buy itemsto buy items

Basic pay level Basic pay level to buy itemsto buy items

NeedsNeeds DescriptionDescription ExamplesExamples

Lower-level needs must be satisfied before higher-level needs are addressed..

Highest-level needs

Lowest-level needs

Motivation Theory #2 – Herzberg’s 2-Factor Theory

•Maintenance Factors – Workplace elements that must be present to prevent dissatisfaction, but being present doesn’t cause motivation

•Motivating Factors – Workplace elements that when present will motivate employees

Implication – There are certain factors (like money) which won’t motivate most employees but can de-motivate them if not decent. There are other factors which can motivate employees

Job Enrichment - Job Enrichment - HerzbergHerzberg

Herzberg’s Maintenance Factors and Motivating Factors

Maintenance Factors (Not Motivators, Motivating Factors but Prevent Dissatisfaction): (Directly Lead to Satisfaction):

1. Company policy and administration 1. Opportunity for achievement

2. Supervision 2. Opportunity for recognition

3. Relationship with supervisor 3. Work itself

4. Relationship with peers 4. Responsibility

5. Working conditions 5. Advancement

6. Salary 6. Personal growth

7. Relationship with subordinates

.

Motivation Theory #3 – McClelland’s Acquired Needs Theory

People acquire 3 groups of needs through their life experiences, especially early in life:

• Need for Achievement – motivated by meeting challenges

• Need for Power – motivated by responsibility

• Need for Affiliation – motivated by approval

Implication - If a manager understands which of these 3 types of needs is most important for an employee, then they can be motivated accordingly

.

Motivation Theory #3 - McClelland’s Acquired Needs Theory

nAch

nPow

nAff

Motivation Theory #3 – McClelland’s Acquired Needs Theory

Q. Based upon the McClelland’s Theory, what Need are you most motivated by?

• Need for Achievement – motivated by meeting challenges

• Need for Power – motivated by responsibility• Need for Affiliation – motivated by approval

Motivation Theory #3 – McClelland’s Acquired Needs Theory

* Implication - You will likely be happiest by seeking out a work environment that matches your primary Need:

• N power - Likely to be happiest in jobs that give you control over budgets, people, and decision-making.

• N achievement - Likely to be happiest working in an environment in which you can create something new.

• N affiliation – Likely to happiest when you can be working with other people and can form friendships.

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Motivation Theory #4 – Equity Theory

Equity theory - People want to be treated fairly in relationship to others.

– Inequity exists when a person perceives his or her job inputs (such as effort, skills, and experience) and outcomes (such as pay) to be different than the job inputs and outcomes of another person.

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Motivation Theory #4 – Equity Theory

Q. Have you ever seen someone throttle back their work effort because they felt they

were underpaid? Or increase their effort because they felt they were overpaid?

Q. Have you ever seen someone throttle back their work effort because they felt they

were underpaid? Or increase their effort because they felt they were overpaid?

Motivation Theory #4 – Equity Theory

A person might take several actions to reduce inequity:– Increase efforts on the job – Reduce efforts on the job– Quit the job.– Request a pay increase.

Implication – It is human nature for employees to compare their efforts and rewards to others, therefore managers need to be as fair as possible in rewarding all employees for their efforts.

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Motivation Theory #5 – Expectancy Theory

Expectancy Theory is best expressed in the following formula:

Implication – Managers must reward achievements in ways that are meaningful to individual employees.

.

Motivation Theory #5 – Expectancy Theory

An employee’s motivation will be maximized when they answer “yes” to the following questions:

1. If I give a maximum effort, will it be recognized?

2. If it is recognized, will it then be rewarded?

3. If it is rewarded, are the rewards attractive to me?

If the employee does not expect the answer to be “yes” to each question, they won’t be motivated

Q. Does this apply to you personally?

Q. In the workplace, what motivates you the most?

Q. Other than using monetary incentives, how would you motivate your

followers?

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Motivation Theory #6 - Operant Conditioning Theory

• Operant Conditioning– People learn to perform behaviors that lead

to desired consequences and learn not to perform behaviors that lead to undesired consequences.

– Linking specific behaviors to the attainment of specific outcomes (such as pay raises or recognition) can motivate high performance and prevent negative behaviors.

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Operant Conditioning Tools

Positive Reinforcement - Gives people outcomes they desire when they perform organizationally functionally behaviors– Positive reinforcers: Pay, praises, promotions

Negative Reinforcement - Eliminating undesired outcomes once the functional behavior occurs– Negative reinforcers: criticisms, pay cuts,

suspension

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Avoiding Side Effects of Negative Reinforcement

• Downplay the emotional element involved

• Try to punish dysfunctional behaviors as soon as they occur

• Try to avoid punishing someone in front of others

In the Real World…Ways to Motivate Followers

Take an individualized approach Understand Responsibility, Authority,

Autonomy & Accountability = pride & self-esteem

Build a team Install a flexible benefits program Utilize job design techniques Provide Great Leadership! Properly use recognition

Individualizing Motivation

1. Understand that each individual has different motivators and individuals are motivated differently depending upon the situation

2. Understand that Motivation is not a personality trait, which either you have or you don’t. It is by degree for everyone

3. Invite employees to participate in determining their own rewards

4. Make certain that motivation is being handed out equitably

Individualizing Motivation

5. Connect rewards to both individual & team performance

6. Ensure that employees are both having fun and producing

7. Balance the needs of the employee with the needs of the organization (provide the best reward under the circumstances)

8. View individuals as followers, not as employees!