Module 9

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Module 9

• Motivation at Work

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Objectives

• Define motivation and outline the motivation
  process
• Understand the concept of motivation and the
  principal theories of motivation
• Explain the implications for managers of the
  various motivation theories

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Topics

• Nature of motivation
• Theory of motivation
• Needs theories (food, companionship and growth)
• Cognitive theories (knowledge and thoughts about
  efforts we might put forth, and rewards expected)
• Reinforcement theory
• Social learning theory
• Implications for managers

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Nature of Motivation

• One of performance indicators of leadership is
  Does workforce feel motivated, empowered,
  animated and managed? (Bennis 2004)
• Motivation is the force energising behaviour,
  giving direction to it, and underlies the
  tendency to persist.

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Nature Of Motivation
performance
environmental conditions
ability
motivation
X

X
The relationship between performance and ability,
motivation and working conditions
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Needs Hierarchy of needs theory ERG
theory Two-factor theory Acquired theory
Cognitive activities Expectancy theory Equity
theory Goal setting theory
behaviours
Rewards/reinforcement Reinforcement theory Social
learning theory
The motivation Process
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Theories of Motivation

• Need theory
• Cognitive theory
• Reinforcement theory
• Social learning theory

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Needs Theories

• Hierarchy-of-needs theory (Maslow)
• Two-factor theory (Herzberg)
• ERG theory (Aldefer)
• Acquired-needs theory (McClelland)

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Needs Theories

• Hierarchy-of-needs theory (Maslow)
• Theory arguing that individual needs
• form a five-level hierarchy
• Each level needed to be (largely) satisfied
  before it ceased to be motivating and the next
  level became a major source of motivation.

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Hierarchy Of Needs
Requirement of developing our Capabilities and
reaching our full potential
Self-actualisation
Esteem
Needs related to two desires have a positive
self-image and contributions Valued and
appreciated by others
Belongingness
Desire to affiliate with and be accepted by others
Feel safe, secure
Safety
Physiological
Survival needs, food, water
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Needs Theories

• Two-factor theory (Herzberg)
• Herzbergs theory that hygiene factors are
  necessary to keep workers from feeling
  dissatisfied, but only motivators can lead
  workers to feel satisfied and motivated.

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Needs Theories

• Hygiene factors
• Factors seeming to make individuals feel
  dissatisfied with their jobs
• Motivators
• Factors seeming to make individuals feel
  satisfied with their jobs

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Needs Theories

• Two-factor theory (Herzberg)
• Hygiene factors
• Pay
• Working conditions
• Supervisors
• Company policies
• Fringe benefits
• These factors help prevent dissatisfaction.

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Needs Theories

• Two-factor theory (Herzberg)
• Motivators
• Achievement
• Responsibility
• Work itself
• Recognition
• Growth
• Advancement
• These factors promote satisfaction.

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Needs Theories

• ERG theory (Alderfer)
• Alternative to Maslows hierarchy of needs
  theory, which argues that there are three levels
  of individual needs.
• It is possible to be motivated by more than one
  need at a time, that peoples needs may well form
  differing hierarchies and that the
  frustration-regression principle may well rule
  out a category of need as a potential motivator

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Needs Theories

• ERG theory (Alderfer)
• Existence needs
• Material physiological desires
• Relatedness needs
• Need to be accepted to interact
• Growth needs
• Need for creativity productive impact

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Needs Theories

• Acquired-needs theory (McClelland)
• McClelland argued that needs were learned rather
  than innate. Our needs are acquired or learned on
  the basis of our life experiences.

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Needs Theories

• Acquired needs theory (McClelland)
• Need for achievement
• Desire to accomplish challenging tasks
• Need for affiliation
• Desire to have warm, friendly relationships
• Need for power
• Desire to influence control others behaviour

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Implications of need theories

• Suggest that managers should identify an
  employees needs in order to understand job
  satisfaction and work behaviours.
• Managers must understand how individuals differ
  in what they need from their work
• Managers must know what can be offered to these
  individuals in response to their needs.
• Managers must know how to create work
  environments that give people the opportunity to
  satisfy their needs by contributing to the task
  performance of the work unit and organisation.

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Cognitive Theories

• Cognitive theories attempting to isolate thinking
  patterns we use in deciding whether or not to
  behave in a certain way
• knowledge and thoughts about efforts we might put
  forth, and rewards expected
• Focus on the thought processes of motivation
  (called process theories)
• Expectancy theory
• Equity theory
• Goal-setting theory

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Cognitive Theories

• Expectancy theory (Vroom)
• Theory states that an individual tends to act in
  a certain way based on the expectation that the
  act will be followed by a given outcome and on
  the attractiveness of the outcome to the
  individual.
• It includes three variables

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Cognitive Theories

• Expectancy theory (Vroom)
• Effort-performance expectancy
• Our assessment of the probability our efforts
  will lead to the required level of
  performance.(our abilities and adequate
  resource)
• Performance-outcome expectancy
• Our assessment of the probability our successful
  performance will lead to desired outcomes.(given
  reward)
• Valence or attractiveness of reward
• Our assessment of anticipated value of various
  outcomes or rewards.(ex foreign assignment)

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Simplified expectancy model
A effort-performance linkage B
performance-reward linkage Cattractiveness of
reward
B
A
C
Individual effort
Individual performance
Organisational rewards
Individual goals
Source Robbins et al.(2003)
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Implication of Expectancy Theory for Managers

• Managers must build high P O expectancy
  formation by connecting rewards to high
  performance.
• Managers must foster high subordinate E P
  expectancy through clear performance
  expectations setting challenging but reachable
  performance goals ensuring employees are trained
  and have the resources to reach required
  performance levels and being encouraging. The
  high expectancy leads to high success motivation.
• Managers can also boost expectancy levels and
  motivation by training subordinates so they have
  expertise needed for high performance.
• e.g Apply expectation theory into your study at
  AMC

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Cognitive Theories

• Goal-setting theory
• It allows for job itself to become intrinsically
  rewarding effectively.
• Specific goals increase performance and that
  difficult (or challenge) goals, when accepted,
  result in higher performance that do easy goals.
• ex if a job contains goals that an employee
  wants to achieve, the job can become a costless
  motivator.

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Reinforcement Theory

• Theory arguing that our behaviour can be
  explained by consequences in the
  environment.(behaviour modification)
• Any consequence immediately following a response
  that increase the probability that the behaviour
  will be repeated.
• Ex Pearson Education provides an incentive
  clauses in their authors contracts. If every
  time an author submits a completed chapter the
  company sends an advance cheque against future
  royalties, therefore, authors are motivated to
  keep writing and submitting chapters.

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Reinforcement Theory

• Types of reinforcement
• Positive
• Uses pleasant, rewarding consequences to
  encourage desired behaviour.
• Negative
• Stimuli (unpleasant) so an individual will
  engage in the desired behaviour to stop the
  stimuli.
• Punishment
• Providing negative consequences to decrease or
  discourage a behaviour.

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Social Learning Theory

• Social learning theory (Bandura)
• The theory is built on reinforcement theory and
  argues that learning occurs through continuous
  reciprocal interaction of our behaviours, various
  personal factors and environmental forces.
• That is much behaviour is learnt by observing,
  imitating and interacting with the social
  environment.

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Implications of Social Learning Theory

• e.g.
• Giving positive models helps accelerate learning
  appropriate behaviours, especially with
  opportunities to try new behaviours in a
  supportive setting and get feedback. Modelling
  can be useful in training new workers

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MotivationImplications for managers

• How do managers think of ways to foster and
  sustain behaviours that help to achieve
  organisational and individual goals?
• How to increase employees level of motivation
• Personal importance do employees feel they are
  valued members in the workplace?
• Realisation of expectations are their goals
  realistic and are they able to achieve them?
• Job challenge do they consider their job as
  challenging and interesting?

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Current issues in Motivation

• Cross cultural challenge
• Motivating unique groups of workers
• Designing appropriate rewards programs

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Current issues in Motivation

• Cross cultural challenge
• Motivation theories may be modified in different
  countries.
• For example
• Maslows need theory applied in Asia and Sweden.
• In capitalism and individualism countries, such
  as USA, Australia, new Zealand and Britan, the
  motivation will be based on more self-interest.
• In collectivist countries, such as Japan,
  Singapore, the link to the organisation is the
  individuals loyalty to the organsiation or
  society rather than self- interest, the
  motivation can be based on more group performance.

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Current issues in Motivation

• Motivating unique groups of workers
• Motivating a diverse workforce
• Flexible working schedule
• compressed workweek
• flexible working hours
• job sharing
• telecommuting (work at home and are linked to
  the workplace by computer and modern)
• Motivating professionals, (such as skilled
  engineering, software designer)
• How? Is Money a good motivation?
• Motivating the casual employee
• How?
• Motivating low-skilled, minimum wage employee
• How?

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• How to motivate professionals?
• Money
• Support
• Other peoples value
• Work itself (providing challenging project)
• More autonomy
• on going educational opportunities, training
  workshop, conferences

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• How to motivate low-skilled, minimum-wage
  employees?
• Money?
• Employee recognition programme such as employee
  of the month, employee reward ceremonies
• Job design
• Empowerment delegate more authority to them. Ex
  front line employees have more authorities to
  address customers problems.

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Suggestions for Motivating employees

• Recognise individual differences
• Match people to jobs
• Use goals
• Ensure goals are perceived as attainable
• Individualise rewards
• Link rewards to performance
• Check the system for equity
• Do not ignore money
• Remember that need changes

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Another point Influence

• You can not really motivate other people,
  because motivation is something that is inside us
  all. The special desire to achieve something and
  behave in ways to accomplish that.
• You can influence what people are motivated to
  do.
• Influence is the ability to affect others
  through the positive use of power without
  exertion of force or formal authority.
• As a leader, the question is Am I a positive or
  negative influence on my people?

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Class Activity

• The power of positive influence (video)
• Objectives of this video
• Motivation comes from within-its intrinsic. The
  factors that motivate us from within could be
  personal interest, desire and fulfillment.
• Appreciate that from a management or leadership
  perspective, you cant not motivate other
  people-you can only influence what they are
  motivated to do.
• Understand that as a leader, it is impossible not
  to influence people in their team
• Learn how to be a positive influence on people.

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Summary of key points of motivations from the
video

• Establish a climate of mutual trust
• Create an environment that encourages a higher
  level of performance
• Build self esteem by complimenting good work
• Show how efforts are meaningful and add value to
  the organisation
• Help people feel like they have a stake in the
  organisation
• Share power and authority
• Be prepared to tackle the difficult issues
• Openly demonstrate integrity and the truth
• Held accountable for actions and outcomes
• Help achieve the best possible outcome
• Communicate a vision

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Summary of key points of motivations from the
video

• Appreciate the quiet achiever as well as the
  extrovert
• Encourage people to grow in their level of
  responsibility
• Acknowledge everyone as an individual
• Ask for opinions and treat those opinions with
  respect
• Act as a role model
• Prepare people for change
• Encourage ownership of decisions and work
  practices
• Give people the opportunity to use their own
  method and style
• Create opportunity for personal and professional
  development
• Expect the best and not be surprised when best is
  achieved self-fulfilling prophecy
• Demonstrate a low tolerance for mediocrity
• Set challenges for people that help bring out
  their natural talent and flair

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Summary of key points of motivations from the
video (Scenairo 3)

• Openly praise achievements
• Commit to continuous improvement and development
• Help achieve the best possible financial reward
  recognition
• Gives something to be excited about