Week 91 Motivation Process and Basic Conceptual Models

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Week 9/1Motivation Process and Basic Conceptual
Models
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4 Trends Affecting Employee Productivity
Hiring more temp employees Paid for services
only less organizational commitment Loyalty is
no longer a given Management must apply new
motivation techniques People are asked to work in
teams and / or on their own Employees must
develop multiple skills/competencies To stay
competitive, employees must be motivated to
upgrade their skills to keep up with rapid change.
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Motivation

• is a process affecting the inner needs that
  energize, channel and maintain behavior
• is the set of forces that cause specific,
  goal-directed behavior

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Motivation
Managements job is to channel employee energy to
align personal goals with organizational goals
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The Motivation Process
Unsatisfied Needs
Tension
Drives
New Unsatisfied Needs
Search Behaviour
Satisfied Needs
Reduction of Tension
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What Motivation Means to the Organization
An Organization is a system that functions with
people. If the people are motivated, the
organization is healthy, just like our own
healthy organic system. In healthy organic
systems of all living beings, all organs interact
among themselves and perform their roles in
tandem voluntarily without being coerced, forced
or threatened.
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What Motivation Means to the Organization
Failure of any organ to perform its role properly
will render sickness or even bring about cancer
to the system and the body.
In an organization, unmotivated employee(s) are
like cancer cells in the organic system. Thus,
organizational leaders must understand
Motivational theories and capable of applying
them correctly in order to keep the organization
healthy and vibrant .
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What Motivation Means to the Employees, Society
and Nation
Motivated employees
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What Motivation Means to Leaders
The key to a leaders success is motivating
others to do their utmost best.
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Understanding Employee Behavior
is to understand how to Motivate employees to
behave positively and desirably in their job
performance for the good of the organization,
their career and the Nation.
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The Nature of Motivation
Motivation is an internal force and cannot be
measured directly, but inferred from
behavior. Performance is the product of
Motivation
Thus, reduced Motivation will lead to reduced
Performance
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Early Management Studies

• In 1911, Frederick Taylor published The
  Principles of Scientific Management which
  teaches the most efficient way of doing things.
  It encompasses
• Time-Motion studies
• tasks performed to complete a job and the time
  needed to do each task.
• Principle of Motion Economy
• theory that every job can be broken down into a
  series of elementary motions

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The Hawthorne Studies (Mayo 1921)

• Conclusions and Profound contribution of study
• Human / psychological factors had caused the
  productivity to rise
• Theres a tendency for people to behave
  differently when they know they are being
  studied (which researchers now refer to as
  Hawthorne effect)
• Study results lead to researchers now studying
  human motivation and the managerial styles that
  lead to more productivity
• Emphasis of research shifted from Taylors
  Scientific Management to Mayos new Human-based
  Management
• Money was found to be a relatively low
  motivator. This led to many theories about the
  human side of motivation

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Simplified Motivation Process Model
Behaviors
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Maslows Hierarchy of Needs -1954
Need-based Motivation
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Maslows Hierarchy of Needs in China
Need-based Motivation
E.G. Nevis - Cultural Assumptions and
Productivity The U.S. and China, Sloane
Management Review 24 no. 3 (Spring 1983) 17-29
Self- Actualization The desire for service in
Society
Security The desire for job security
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Physiological The desire for food, shelter, and
clothing
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Social The desire for affiliation and acceptance
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Alderfers ERG - 1972
Need-based Motivation
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McClellands Acquired Needs - 1970s
Need-based Motivation
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Herzbergs Two-factor - 1960
Need-based Motivation

• HYGIENE FACTORS
• Pay
• Working Conditions
• Supervisors
• Company Policies
• Fringe Benefits

• MOTIVATORS
• Achievement
• Responsibility
• Work Itself
• Recognition
• Growth advancement

Hygiene factors help to prevent dissatisfaction
Motivators help to promote satisfaction
EXTRINSIC
INTRINSIC
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Comparison of the 4 Needs Theories
Need-based Motivation
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Need-based Motivation
Need-based approaches focus on the role of needs
or motivational dispositions in motivation.
Abraham Maslows Hierarchy of Needs theory is
typical of Need-based approaches. It argues that
our need progresses in 5 stages from
Physiological to Security to Social to
Self-esteem and finally to Self-actualization.
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Need-based Motivation
Clay Alderfers ERG theory in a variant of
Maslows theory, emphasizes that all our needs
may be active to some degree simultaneously. They
are grouped into three levels Existence
corresponding to Maslows Physiological and
Security needs, Relatedness corresponding to
Maslows Social need, and Growth corresponding
to Maslows Self-esteem and Self-actualization
needs.
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Need-based Motivation
David McClellands Acquired Needs theory proposes
3 acquired levels of needs Need for Affiliation
(corresponding to Maslows Social and Alderfers
Relatedness need), Need for Achievement and Need
for Power which are corresponding to Maslows
Self-esteem and Self actualization needs, and
Alderfers Growth needs. He suggests that the
higher level needs are most important at work.
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Need-based Motivation
Herzbergs Two-factor theory divides Maslows
hierarchy into two main levels Hygiene
(lower-level) and Motivators (higher-level).
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Need-based Motivation
Hygiene factors only help prevent
dissatisfaction, with adequate extrinsic rewards
(pay, working conditions, supervisors, company
policies, fringe benefits), but Motivator
factors help promote real satisfaction with
intrinsic rewards, such as feelings of
achievement, recognition, challenge and growth.
Hygiene factors are Extrinsic and can be easily
satisfied e.g. an employee who gets a raise
will soon be dissatisfied again, and would be
anticipating for more raise.
Motivator factors are
capable of satisfying the intrinsic needs to
drive and sustain motivation.
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Need-based Motivation
Herzbergs Two-factor Application approach
Note that while the Hygiene factors are most
likely applicable to all employees, the
Motivator factors may not apply to everyone,
and may be even vital to some. If the wrong type
of reward is given to employees with drive and
energy to perform, they will soon lose their
commitment and dedication. Thus, the next step
is to identify employees who need extrinsic
rewards (Hygiene factors) and employees who need
intrinsic rewards (motivator factors). Those who
need intrinsic rewards are not only those who are
already quite comfortable with their extrinsic
rewards (i.e. with satisfied Physiological,
Security and Social needs), but also those who
value intrinsic rewards higher than extrinsic
rewards. Next, apply the different rewards on
different employees and monitor the outcome of
their performance, and re-adjust the reward
system accordingly
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Cognitive (Process) Approach
While Need theories identify internal desires
influencing our behavior, Cognitive theories
isolate thought patterns used in deciding how to
behave. Cognitive theories look at motivation
from a different perspective.
The three Major Cognitive theories
Porter-lawlers model
Adams Equity Theory
Vrooms Expectancy Theory
Porter-lawlers Model
Lockes Goal-setting Theory
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Career Anchors
By Psychologist, Edgar Schein
Creativity
Technical or Functional
Managerial Competence
Stability and Security
Autonomy Independence
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Motivation in Action (10 Methods for motivating
employees)

• Pay for performance
• Merit raises
• Spot rewards
• Skill-based pay
• Recognition awards

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Motivation in Action (10 Methods for motivating
employees)

• Positive reinforcement

• Employee empowerment
• Job redesign
• Goal setting
• Lifelong learning

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Motivating Todays Employees
Understand Employee Needs
Employee Commitment
Understand Process of Motivation
Apply different Reward Techniques
Embrace a system of Respect
Companys Mission
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Motivation, Process and Participation the effect
of context
Read notes in your handouts on Motivating
Learning in Older People
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End of LectureThank You