motivation in the workplace

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

5

Motivation in the Workplace

McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.Slide 5-2

Motivation Through Recognition

Panfric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition.

Courtesy Sanova Panafric Hotel


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


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


Self-Self-actual-actual-izationization

PhysiologicalPhysiological

SafetySafety

BelongingnessBelongingness

EsteemEsteem

Seven categories capture most needs

Five categories placed in a hierarchy

Need toNeed toknowknow

Need for Need for beautybeauty

Maslow’s Needs Hierarchy Theory


Maslow’s Needs Hierarchy Theory

– Lowest unmet need has strongest effect

– When lower need is satisfied, next higher need becomes the primary motivator

– Self-actualization -- a growth need because people desire more rather than less of it when satisfied

Self-Self-actualactual

--izationization


SafetySafety


EsteemEsteem




Evaluating Maslow’s Theory

– Lack of support for theory

– Values influence needs• People have different

needs hierarchies -- not universal

– Maslow’s categories don’t cover all needs

– Needs change more rapidly than Maslow stated

Self-Self-actualactual

--izationization


SafetySafety


EsteemEsteem




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 and resolve conflicting information• Basis of self-actualization

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

Drive to AcquireDrive to Acquire• Need to take/keep objects and experiences• Basis of hierarchy and status


Features of Four Drives

• Innate and hardwired -- everyone has them

• Independent of each other (no hierarchy of drives)

• Complete set -- no drives are excluded from the model


How Four Drives Affect Needs

1. Four drives determine which emotions are automatically tagged to incoming information

2. Drives generate independent and often competing emotions that demand our attention

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


Four Drive Theory of Motivation

Mental skill set uses social norms, personal values, and experience to translate competing drives into needs and effort

Drive to Acquire

Social norms

Drive to Bond

Drive to Learn

Drive to Defend

Personal

values

Past experience

Mental skill set resolves competing drive demands

Goal-directedchoice and effort


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 favorable self-image

• Need for power– Desire to control one’s environment– Personalized versus socialized power


Implications of Needs/Drives Theories

• Four-drive theory– provide a balanced opportunity for employees to fulfill

drives– employees continually seek fulfillment of drives– avoid having conditions support one drive over others

• Maslow– allow employees to self-actualize– power of positive experiences

• Offer employees a choice of rewards


E-to-PExpectancy

P-to-OExpectancy

Outcomes& Valences

Outcome 1Outcome 1+ or -+ or -

EffortEffort PerformancePerformance



Expectancy Theory of Motivation


Increasing E-to-P Expectancy

• Train employees

• Select people with required competencies

• Provide role clarification

• Provide sufficient resources

• Provide coaching and feedback


Increasing P-to-O Expectancy

• Measure performance accurately

• Describe outcomes of good and poor performance

• Explain how rewards are linked to past performance


Increasing Outcome Valences

• Ensure that rewards are valued

• Individualize rewards

• Minimize countervalent outcomes


Goal Setting at Speedera

Speedera Networks employees achieved a challenging revenue goal in one quarter, for which all employees in California and India were rewarded with a free Hawaiian trip.

Courtesy of Akamai


SpecificSpecific

RelevantRelevant

ChallengingChallengingTaskTaskEffortEffort

TaskTaskPerformancePerformance

FeedbackFeedback

ParticipationParticipation

CommitmentCommitment

Effective Goal Setting


Goal Difficulty and Performance

HighTa

sk P

erfo

rman

ce

Low Moderate Challenging Impossible

Area ofOptimal

GoalDifficulty

Goal Difficulty


Characteristics of Effective Feedback

EffectiveFeedback

SpecificSpecific

RelevantRelevant

TimelyTimely

Credible

SufficientlySufficientlyfrequentfrequent


Multisource (360-degree) Feedback

EvaluatedEmployee

Co-workerCo-worker

CustomerCustomer

SubordinateSubordinate

ProjectProjectleaderleader

SupervisorSupervisor

Co-workerCo-worker

SubordinateSubordinateSubordinateSubordinate


Executive Coaching

• Uses various behavioral methods to help clients identify and achieve goals

• Just-in-time personal development using feedback and other techniques

• Generally effective, but many techniques make it difficult to pinpoint what is effective


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 ‘good news’ feedback– Improves self-image and esteem


Keeping Pay Equitable at Costco

Costco Wholesale CEO Jim Sinegal (shown in this photo) thinks the large wage gap between many executives and employees is blatantly unfair. “Having an individual who is making 100 or 200 or 300 times more than the average person working on the floor is wrong,” says Sinegal, whose salary and bonus are a much smaller multiple of what his staff earn.


Elements of Equity Theory

• Outcome/input ratio – inputs -- what employee

contributes (e.g., skill)– outcomes -- what employee

receives (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


Overreward vs Underreward Inequity

YouComparisonOther

OutcomesOutcomes

InputsInputs

OutcomesOutcomes

InputsInputs

OverrewardInequity

OutcomesOutcomes

InputsInputs

OutcomesOutcomes

InputsInputs

UnderrewardInequity


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 perks aren’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


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


• • EmotionsEmotions

• • AttitudesAttitudes

• • BehaviorsBehaviors

DistributionPrinciples Distributive Distributive

JusticeJusticePerceptionsPerceptions

Procedural Procedural JusticeJustice

PerceptionsPerceptions

StructuralRules

SocialRules

Organizational Justice Components


Procedural Justice Structural Rules

VoiceVoice

Bias-FreeBias-Free

KnowledgeableKnowledgeable

ConsistentConsistent

Listens to allListens to all

AppealableAppealable

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