chapter seven motivating yourself and others. copyright © houghton mifflin company. all rights...

Chapter Seven

Motivating Yourself and Others

Copyright © Houghton Mifflin Company. All rights reserved. 7 - 2

Chapter Preview: Motivating Yourself and Others

• Differences between internal and external motivators in the workplace

• Five characteristics of motives

• Maslow’s hierarchy of needs and Herzberg’s motivation-maintenance theory


Chapter Preview: Motivating Yourself and Others

• Theory X and Theory Y leadership styles

• How expectations influence motivation

• Contemporary motivation strategies

• Self-motivation strategies


The Complex Nature of Motivation

• Learning what motivates you is an essential part of knowing yourself

• Knowing what motivates others is basic to establishing and maintaining effective relationships

• Each person is motivated by different needs, at varying degrees, and at different times!


Motivation Defined

• Influences that account for– initiation– direction– intensity– persistence of behavior

• Reason people do what they do


Motivation Defined

• Internal drive that encourages us to achieve our goals

• Possible motives are endless:– Emotional– Social– Biological


Motivation Is Two-Dimensional

• Internal motivation is self-granted and comes when something is meaningful or gives sense of purpose

• Examples:– Job contentment– Individual growth– Achievement



• External motivation is an action taken by another person

• Usually involves an incentive or anticipation of a reward

• Examples:– Money– Awards– Performance feedback



• Most people need both

• Organizations should strive to balance internal and external motivation


Total Person Insight

Dependent people need others to get what they want. Independent people can get what they want through their own efforts. Interdependent people combine their own efforts with the efforts of others to achieve their greatest success.

Stephen R. CoveyAuthor, The 7 Habits of Highly Effective People


Motivation to Satisfy Basic Desires

• Everything we experience as meaningful can be traced to one of sixteen basic desires or combination of desires

• The challenge is to determine which five or six (core values) are most important to you


Figure 7.1 Sixteen Basic Desires in the Reiss ProfileSource: Steven Reiss, Who Am I? (New York: Berkeley Books, 2000), pp. 17-18.


The Motivation Cycle

• Motivation cycle describes how most people satisfy a need

• Five steps in the motivational cycle


Figure 7.1

Steps in the Motivational Cycle


Characteristics of Motives

• The “why” of human behavior

• Five characteristics of motives:– individualistic– changing– may be unconscious– are often inferred– are hierarchical


Influential Motivation Theories

• Many psychologists have added to our knowledge of what motivates people

• Basic problem is how to apply knowledge in the workplace

• Several theories are influential


Maslow’s Hierarchy of Needs

• People tend to satisfy their needs in a particular order

• Maslow called this order: “The Hierarchy of Needs”

• Theory has three main assumptions


Maslow’s Assumptions

• People have a number of needs that require some measure of satisfaction

• Only unsatisfied needs motivate behavior

• Needs are ordered according to prepotency


Figure 7.2

Figure 7.2Maslow’s Hierarchy of Needs


Physiological Needs

• Survival, or lower-order needs

• Include needs for food, clothing, sleep, and shelter

• In a good economy, these needs rarely dominate


Safety and Security Needs

• Reflect peoples’ desire for predictability in life

• Safety needs focus on protection from physical harm

• Security needs reflect the need to provide for oneself and one’s family


Social or Belongingness Needs

• Involve emotional and mental well-being

• Needs for affection, a sense of belonging, and group identification are powerful

• Two major aspects– frequent, positive interaction with

consistent group– framework of stable, long-term caring and

concern


Esteem Needs

• Self-esteem describes how you feel about yourself

• Esteem needs relate to a person’s self-respect and the respect he or she receives from others


Self-Actualization Needs

• Represent a person’s need for growth

• Fulfilling potential or realizing fullest capacities as human beings

• Motivates by presence, others motivate by absence

• Rarely fully attained


Maslow’s Theory Reconsidered

• Maslow’s theory has helped us understand behavior

• The hierarchy should not be taken too literally

• Research shows only two lowest needs are hierarchical

• Humans are motivated at any one time by a complex array of needs


Herzberg’s Motivation-Maintenance Theory

• Maintenance factors include things people consider essential to any job

• Include: salary, benefits, social relationships, working conditions, policies, and administration

• An absence of a maintenance factor can motivate



• Motivational factors are benefits above and beyond the basic elements of a job

• Include: recognition, advancement, more responsibility

• They tend to increase worker satisfaction and can motivate employees to higher production levels



• When motivational factors are not met, workers ask for increased maintenance factors

• Critics point to Herzberg’s assumption that all people are motivated only by higher-order needs


The Expectancy Theory

• Based on assumption that motivation is tied to whether one believes success is possible

• Perception is important element

• Expansion of self-efficacy concept


The Expectancy Theory

• Combining aspirations and expectations is even more powerful

• Self-fulfilling prophecy reflects a connection between your expectations of yourself and your behavior

If you can conceive it and believe it,

you can achieve it!


The Goal-Setting Theory

• Goals tend to motivate in four ways– provide purpose by directing attention to a

specific target– encourage to make the effort to achieve

something specific – requires sustained effort and therefore

encourages persistence– forces connection between the dream and

reality


The Goal-Setting Theory

• Goals play a key role in bringing purpose to life

• Goal-setting theory requires an understanding of the criteria for developing realistic goals– Should be difficult enough to challenge, but

not impossible to reach


Figure 7.3

Figure 7.3A Model of How Goals Can Improve Performance

Source: Robert Kreitner, Management (Boston: Houghton Mifflin, 2000). Reprinted by permission of Houghton Mifflin Company. All rights reserved.


McGregor’s Theory X and Theory Y

• Outlines assumptions of human nature in his book:

The Human Side of Enterprise

• Divides assumptions into two categories:– Theory X– Theory Y


Theory X: A Pessimistic View

• Assumes that people– do not really want to work and must be

closely supervised– avoid responsibility– have little or no ambition

• Assumes rewards or punishments must be used


Theory X

• Managers who operate under this theory believe– workers are paid to do a good job– management’s function is to supervise the

work and correct employees if needed


Theory Y: An Optimistic View

• Assumes work is as natural to people as play or rest

• Assumes people are capable of self-direction and will learn and accept responsibility


Theory Y

• Managers who operate under this theory believe– people will become committed to

organizational objectives if they are rewarded for doing so

– a healthy, mutually supportive work climate based on trust, openness, and respect will influence workers to give more of themselves


Contemporary Employee Motivation Strategies

• The search for better ways to motivate employees has taken on a new level of importance

• International competition and the age of information require different and more effective motivation strategies


Contemporary Employee Motivation Strategies

• Strong connection between people-centered practices, and higher profits and lower turnover

• Organizations that put people first and recognize wants, needs, passions, and aspirations find merit in contemporary strategies


Motivation Through Job Design

• Job rotation allows employees to move through a variety of jobs, departments, or functions

• Cross-training workers– Facilitates career advancement – Allows a hedge against absenteeism– Reduces boredom



• Job enlargement means expanding an employee’s duties or responsibilities

• Motivation is often increased when workers are encouraged to take on new skills and responsibilities

• Can fill strategic gaps by training in several facets of work



• Job enrichment is an attempt to make a job more desirable and satisfying

• Two ways– assign more difficult tasks– grant more authority

• Employees can find solutions to problems


MotivationThrough Incentives

• Incentives are used to – improve quality– reduce accidents– increase sales– improve attendance– speed up production

• Organizations often use incentives to drive results


MotivationThrough Incentives

• Intrapreneurship rewards the development of new ideas

• Encourage employees to pursue ideas at work

• The company provides funds, space, and time

• Cash bonuses or awards for ideas and development often given to employee


Motivation Through Learning Opportunities

• Learning opportunities can be a strong motivational force

• Education and training are critical to individual growth and opportunity

• Learning can help secure the future

• More powerful if perceived as leading to something that motivates individual


Motivation Through Empowerment

• Empowerment means offering authority and responsibility to all ranks of an organization

• Can give employees a sense of pride, self-expression, and ownership

• Assumes employees want challenge and personal meaning from jobs

• Requires long-term commitment from top management


Motivation Through Others’ Expectations

• Relationship between a person’s level of motivation and the expectations of others

• High expectations from others leads to high performance

• Supervisors can communicate high and low expectations


Self-Motivation Strategies

• Go outside your comfort zone– Don’t be afraid to move outside comfort

zone– Reflect on messages you’ve received from

family and friends concerning success– Learn to showcase your abilities– Don’t be afraid to toot your own horn!



• Build an immunity to cynicism – Cynicism is a destructive thinking pattern– Maintain an open mind– Avoid blaming management for every real

or perceived problem– Take time to learn why changes are being

made and try to separate fact from fiction– Remember that bad news gets more

attention than good news



• Strive for balance – Motivation decreases when we no longer

have a sense of balance in our lives– Imbalance can happen when employees

are not treated as “whole” people – Take time to reflect on what is important in

your life– Take stock of your most satisfying

experiences and then try to make the necessary adjustments



• Take action – Take responsibility for the situation you are

in and take action to improve it– Easier to blame others, but you have

power to do something that others won’t or can’t


Total Person Insight

People who feel in control of life can withstand an enormous amount of change and thrive on it. People who feel helpless can hardly cope at all.

Joan BorysenkoAuthor, Minding the body, Mending the

Mind


Summary

• Motivation is a major component in human relations training

• Internal motivation occurs when a task or duty is meaningful

• External motivation is initiated by another person and is usually based on a reinforcement or reward


Summary

• People are motivated by different things

• Motives– change over a lifetime– are individualistic– vary in strength and importance– can only be inferred


Summary

• Maslow—motives vary in strength and importance and can be arranged in an order called a hierarchy

• Herzberg—workers desire more maintenance factors when motivational factors are not present


Summary

• McGregor— Theory X and Theory Y, a pessimistic and an optimistic view of human behavior, respectively

• Expectancy theory—personal expectations have a powerful influence on motives

• Goal-setting theory—people become more focused and persistent with established, realistic goals


Summary

• Contemporary theories include – Positive expectations– Job rotation, job enlargement, and job

enrichment – Incentives such as intrapreneurship– Learning opportunities– Empowerment


Summary

• Self motivation is important

• People need to – strive to go beyond their comfort zone– avoid cynicism– strive for balance between work and

personal life– take responsibility – take action

chapter seven motivating yourself and others. copyright © houghton mifflin company. all rights...

Documents

external motivation

motivational cycle slide

effective people

basic desires

interdependent people

independent people

combination of desires

internal drive