Motivation

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Motivation

• Jacqueline N. Hood, Ph.D.
• University of New Mexico
• Anderson School of Management

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Objectives

• Discuss the meaning of motivation
• Discuss what motivates you
• Learn theories of motivation
• Understand your personal motivators
• Know ways to motivate
• yourself
• others

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Motivation Model
Satisfies Need
Behavior
Attitudes
Motives
Fails to Satisfy Need
Feedback
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Importance of Motivation

• One of the primary tasks of a manager is to get
  people to perform at high levels. This means
  fostering an environment in which they want to
  work hard, come to work regularly, and make
  positive contributions to the organization.
• Job performance depends upon motivation, as well
  as environmental factors.

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What motivates you?
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How do people in organizations reward behavior?

• Money
• Promotions
• Travel
• Excitement in job
• Benefits
• Challenge

• Recognition
• Title
• Plaques
• Dinners
• Teamwork
• Others?

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Motivation Theories

• Maslows Hierarchy of Needs
• Herzbergs Two-Factor Theory
• McClellands Achievement Motivation
• Equity Theory - Adams
• Reinforcement Theory - Skinner
• Expectancy Theory - Vroom

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Maslows Need Hierarchy

• Self-Actualization
• Self-Esteem
• Social
• Safety Security
• Physiological

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Herzbergs Two-Factor Theory

• Motivation Factors
• Achievement
• Recognition
• Meaningful work
• Responsibility
• Advancement
• Growth

• Hygiene Factors
• Company policy
• Salary
• Supervision
• Working conditions
• Job security

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Herzberg - continued

• Managers must consider hygiene factors to avoid
  employee dissatisfaction
• Even if hygiene factors are addressed people may
  not be motivated to work harder
• Only motivators cause employees to exert more
  effort and attain more productivity

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McClellands Achievement Motivation

• Need for Achievement
• Need to demonstrate high performance levels and
  mastery over difficult or complex tasks
• Need for Power
• Need to take charge, assume responsibility and
  influence, and to make an impact
• Socialized power - power that is used to benefit
  others and the organization
• Personalized power - power that is used only or
  mainly for ones own personal gain or benefit
• Need for Affiliation
• Need to socially interact with others, to make
  and sustain friendly relationships.

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Equity Theory - Adams

• Equity theory notes that people compare their
  efforts (inputs) and rewards (outputs) with
  others to determine the fairness of the outcomes.
• Employees must perceive that reward levels
  correspond to the usefulness of various
  contributions made by others.
• Especially in the public sector where some
  employees work harder yet receive the same pay.

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Equity Theory - continued
Possible responses to inequity

• Quit
• Reduce inputs
• Decrease productivity
• File a lawsuit
• Sabotage

• Talk to peers
• Talk to supervisor
• Change comparison referent

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Expectancy Theory - Vroom
Effort/Performance
Performance/Reward
Valence
Do I really care about the reward Ill get if I
perform well? Is it worth the effort? Would I be
better off doing something else?
If I exert effort, will I be able to perform? Do
I have the knowledge? Do I have the skill? Do I
have the ability?
If I perform, will I get a reward? Is the
supervisor and/or organization consistent in
rewarding good and punishing poor performance?
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Expectancy Theory - continued

• Effort-performance expectancy
• Increased effort results in higher levels of
  performance
• Performance - reward expectancy
• Increased performance results in more rewards
• Valence of rewards
• Strength of the employees value for the reward

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Reinforcement Theory - Skinner

• Positive reinforcement
• Punishment
• Avoidance learning
• Extinction

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Goal Setting Theory

• Establish goals for yourself
• S Specific
• M Measurable
• A Attainable
• R Realistic
• T Time-oriented

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Values and Motivation

• You will always move in the direction of your
  number one value
• You will move away from what threatens that
  value, often without you knowing it
• This is also true for your employees

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Examples

• Employee As number one priority is being able
  care for his son. This value may influence his
  work behavior. He may want to report to work on
  time, but will take that extra 10 minutes to make
  sure his son is prepared for school, even if it
  means being late to work. Often it is an
  unconscious choice.

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More Examples

• Employee B wants a promotion with a title. This
  employee will want to work harder - shell try.
  Unless she can see a promotion in her future, she
  will likely be less excited about work.
• Employee C prefers to work alone in a quiet
  office. He will try to attend the brainstorming
  meetings, but could forget when they are and
  end up working alone in his office.

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What to do?

• Ask employees what motivates them
• Give your employees a list of values and
  motivators - try to satisfy them
• Understand your values and others
• Commit yourself to support and nurture the
  highest values of others
• This will motivate them more than any other reward

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Group Project

• What are your feelings about motivation?
• What do you see as your greatest challenge with
  motivating yourself and others?

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Ralph Waldo Emerson on Success

• What is success? To laugh often and much
• To win the respect of intelligent people and the
• affection of children
• To earn the appreciation of honest critics and
  endure
• the betrayal of false friends
• To appreciate beauty To find the best in others
• To leave the world a bit better, whether by a
  healthy
• child, a garden patch or a redeemed social
  condition
• To know even one life has breathed easier because
  you
• have lived
• This is to have succeeded.