Motivation in the Workplace - Copy

8/3/2019 Motivation in the Workplace - Copy

http://slidepdf.com/reader/full/motivation-in-the-workplace-copy 1/33

5

C H A P T E R:C H A P T E R: F I V EF I V E

Motivation in

the Workplace

Motivation in

the Workplace



2

Motivation Through Recognition

Fairmont Hotels

(shown in photo) and

other Canadian firmsare returning to good

old-fashioned praise

and recognition to

motivate staff.

Courtesy of Fairmont Hotels & Resorts



3

Challenges of Motivating Employees

Revised employment relationship

Due to globalization, technology, restructuring

Potentially undermines trust and commitment

Flatter organizations

Fewer supervisors to monitor performance

Changing workforce

Gen-X/Gen-Y bring different expectations



4

Maslow¶s Needs Hierarchy Objectives

Holistic integrative view of needs rather than studying

each need in isolation of others

Humanistic responses to higher needs are influenced by

social dynamics, not just instinct

Positivistic need gratification is just as important as need

deprivation



5

Maslow¶s Needs Hierarchy Theory

Self Self--actualactual--izationization

PhysiologicalPhysiological

SafetySafety

BelongingnessBelongingness

EsteemEsteem

Seven categoriescapture most needs

Five categories placedin a hierarchy

Need toNeed toknowknow

Need for Need for beautybeauty



6

Maslow¶s Needs Hierarchy Theory

Lowest unmet need has

strongest effect

When lower need is satisfied,

next higher need becomes theprimary motivator

Self-actualization -- a growth

need because people desire

more rather than less of it

when satisfied

Self Self--actualactual

--izationization


SafetySafety


EsteemEsteem

Need toNeed toknowknow




7

Evaluating Maslow¶s Theory

Lack of support for theory

Needs don¶t cluster around

Maslow¶s categories

Needs change more rapidly thanMaslow stated

Primary needs aren¶t always

lowest in the hierarchy

Values influence needs

Conclusion: Needs hierarchy

might vary from one person to the

next (not innate or universal)

Self Self--actualactual

--izationization


SafetySafety


EsteemEsteem

Need to knowNeed to know




8

Four-Drive Theory

Drive to BondDrive to Bond

Drive to LearnDrive to Learn

Need to form relationships and

social commitments Basis of social identity

Need to satisfy curiosity andresolve conflicting information

Basis of self-actualization

Drive to DefendDrive to Defend Need to protect ourselves A reactive (not proactive) drive Basis of fight or flight

Drive to AcquireDrive to Acquire Need to take/keep objects andexperiences

Basis of hierarchy and status



9

Features of Four Drives

Innate and hardwired -- everyone has them

Independent of each other (no hierarchy of

drives)Complete set -- no drives are excluded fromthe model



10

How Four Drives Affect Needs

1. Four drives determine which emotions areautomatically tagged to incominginformation

2. Drives generate independent and oftencompeting emotions that demand our attention

3. Social skill set determines how totranslate drives into needs and effort



11

Four Drive Theory of Motivation

Mental skill set uses social norms, personal

values, and experience to translate competingdrives into needs and effort



12

Learned Needs Theory

Some needs can be learned.

Need for achievement Desire for challenging and somewhat risky goals,

feedback, recognition

Need for affiliation Desire to seek approval, conform, and avoid conflict

Try to project a favourable self-image

Need for power Desire to control one¶s environment

Personalized versus socialized power



13

Recognition vs Money at Encana

Many Encana employees who

received a ³High Five´ card

from co-workers displayed

them in their offices rather than redeem them for the $5

value. This small symbol of

recognition was worth far

more than the monetary valueof the cards.

Courtesy of Encana Corp.



14

Implications of Needs/Drives Theories

Four drive theory provide a balanced opportunity for

employees to fulfill drives

employees continually seekfulfillment of drives

avoid having conditions support onedrive over others

Maslow allow employees to self-actualize

power of positive experiences

Offer employees a choice of rewards

Courtesy of Encana Corp.



15

E-to-P

Expectancy

P-to-O

Expectancy

Outcomes

& Valences

Outcome 1Outcome 1

+ or + or --

EffortEffort PerformancePerformance

Outcome 3Outcome 3+ or + or --

Outcome 2Outcome 2+ or + or --

Expectancy Theory of Motivation



16

Increasing E-to-P Expectancy

Train employees

Select people with required competencies

Provide role clarification

Provide sufficient resources

Provide coaching and feedback



17

Increasing P-to-O Expectancy

Measure performance accurately

Describe outcomes of good and poor

performance Explain how rewards are linked to past

performance



18

Increasing Outcome Valences

Ensure that rewards are valued

Individualize rewards

Minimize countervalent outcomes



19

Goal Setting at Inco¶s Copper Cliff

At Inco¶s Copper Cliff smelter in Sudbury, Ontario,production and maintenance goals are established andposted in a highly visible location. Feedback sessions

help keep goal completion on track while involvingemployees in the process.

Courtesy of Inco Ltd.



20

SpecificSpecific

RelevantRelevant

ChallengingChallengingTaskTask

EffortEffort

TaskTask

PerformancePerformance

FeedbackFeedback

ParticipationParticipation

CommitmentCommitment

Effective Goal Setting



21

Goal Difficulty and Performance

High

T a s k P e r f o r m

a n c e

Low Moderate Challenging Impossible

Area of Optimal

Goal

Difficulty

Goal Difficulty



22

Characteristics of Effective Feedback

EffectiveFeedback

SpecificSpecific

RelevantRelevant

TimelyTimely

CredibleCredible

SufficientlySufficientlyfrequentfrequent



23

Multisource (360-degree) Feedback

EvaluatedEmployee

CoCo--worker worker

Customer Customer

SubordinateSubordinate

ProjectProjectleader leader

Supervisor Supervisor

CoCo--worker worker





24

Executive Coaching

Uses various behavioural methods to helpclients identify and achieve goals

Just-in-time personal development usingfeedback and other techniques

Improves performance, but variedtechniques makes it difficult to pinpoint what

is effective



25

Preferred Feedback Sources

Depends on the situation

Nonsocial sources (gauges, printouts)

Better for goal progress

Considered more accurate, less damaging

Social sources (supervisor, co-workers)

Better for µgood news¶ feedback

Improves self-image and esteem



26

Inequity of British ³Fat Cats´

British protesters (including

company employees)

express their anger over

unfair executive pay bydressing as ³fat cats´ in

business suits outside the

company¶s annual general

meetings.

© Simon Clark



27

Elements of Equity Theory

Outcome/input ratio inputs -- what employee

contributes (e.g., skill)

outcomes -- what employeereceives (e.g., pay)

Comparison other person/people against whom

we compare our ratio

not easily identifiable

Equity evaluation compare outcome/input ratio

with the comparison other

© Simon Clark



28

Overreward vs Underreward Inequity

YouComparisonOther

OutcomesOutcomes

InputsInputs

OutcomesOutcomes

InputsInputs

OverrewardInequity

OutcomesOutcomes

InputsInputs

OutcomesOutcomes

InputsInputs

UnderrewardInequity



29

Correcting Inequity Feelings

Reduce out inputs Less organizational citizenship

Increase our outcomes Ask for pay increase

Increase other¶s inputs Ask coworker to work harder

Reduce other¶s outputs Ask boss to stop giving other preferred treatment

Change our perceptions Start thinking that other¶s perksaren¶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



30

Equity Sensitivity

Benevolents Tolerant of being underrewarded

Equity Sensitives

Want ratio to be equal to the comparison other

Entitleds Prefer receiving proportionately more than others



31

Emotions Emotions

Attitudes Attitudes

Behaviours Behaviours

DistributionDistributionPrinciplesPrinciples

DistributiveDistributiveJusticeJustice

PerceptionsPerceptions

ProceduralProceduralJusticeJustice

PerceptionsPerceptions

StructuralStructuralRulesRules

SocialSocialRulesRules

Organizational Justice Components



32

Procedural Justice Structural Rules

VoiceVoice

BiasBias--FreeFree

KnowledgeableKnowledgeable

ConsistentConsistent

Listens to allListens to all

Appealable Appealable



5

C H A P T E R:C H A P T E R: F I V EF I V E

Motivation in

the Workplace

Motivation in

the Workplace

Documents

Motivation in the Workplace - Copy