MOTIVATION MOTIVATION CONCEPTS AND MOTIVATION IN THE WORKPLACE

Transcription

1 MOTIVATION MOTIVATION CONCEPTS AND MOTIVATION IN THE WORKPLACE

2 MOTIVATION Motivating Employees First class cards at Ritz Carlton Hotel or at Taj Hotel telephone calls from the CEO of Keyspan or Call from Ratan Tata various celebration for good performance at Marriot Hotel are designed to maintain and improve employee motivation Motivation refers to the forces within a person that affect the direction-intensity-and persistence of voluntary behavior

3 MOTIVATION Motivated employees are willing to exert a particular level of effort(intensity)for a certain amount of time(persistence)toward a particular goal(direction) Motivation is one of the four essential drivers of individual behavior and performance-as per MARS model Motivation is an integral component of employee engagement An engaged workforce is an important predictor of an organization s competitiveness

4 MOTIVATION Motivation has become more challenging in recent years The quest for a motivated and engaged workforce has not been easy Most employers -92 percent say motivating employees has become challenging

5 MOTIVATION Three factors seem responsible for this increasing challenge First challenge 1. Globalization 2. InformationTechnology 3. Corporate restructuring Other changes have dramatically altered the employment relationship These changes undermine the levels of trust and commitment necessary to energize employees beyond minimum standards

6 MOTIVATION Second challenge -in decades past companies relied on armies of supervisors to closely monitor employee behavior and performance Today companies thinned their supervisory ranks when they flattened the organization structure Supervisors have more employees-difficult to keep a watchful eye out for laggards The educated workforce resents the old command and control approach to performance management Employers need more contemporary ways to motivate staff

7 MOTIVATION The Third Challenge-the new generation of employees has brought different expectations to the workplace Generation X and Generation - Y as slackers cynics-whiners Many companies still haven t figured how to motivate them

8 MOTIVATION Needs Drives and Employees Motivation Motivation begins with individual needs and their underlying drives Needs-Deficiencies that energize or trigger behaviors to satisfy those needs -unfulfilled needs create a tension that makes us want to find ways to reduce or satisfy those needs -The stronger your needs the more motivated you are to satisfy them -Conversely a satisfied need does not motivate Drives are instinctive or innate tendencies to seek certain goals or maintain internal stability Needs are typically produced by drives but they may also be strengthened through learning(reinforcement)and social forces such as culture and childhood upbringing

9 Defining Motivation The Meaning of motivation Virtually all people practitioners and scholars have their own definitions of motivation Desires,wants,wishes,aims,goals,needs,motives and incentives Technically the term motivation can be traced to The Latin word movere which means to move Motivation is a process that starts with physiological or psychological needs that activates a behavior or a drive that is aimed at a goal or incentive The key to understaning the process of motivation lies in the meaning of and relationships among needs drives and incentives Needs Drives Incentives This figure depicts the motivation process Needs set up drives aimed at incentives

10 Defining Motivation Motivation refers to the forces within a person that affect the direction,intensity and persistence of voluntary behavior Motivated employees are wiling to exert a particular level of effort (intensity)- effort allocated to that goal -continuing the effort for a certain amount of time (persistence) -to ward a particular goal (direction)-the path along which people engage their effort motivation is goal directed

11 Defining Motivation Motivation The processes that account for an individual s intensity, direction, and persistence of effort toward attaining a goal. Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries Motivated individuals stay with a task long enough to achieve their goal

12 Early Theories of Motivation The 1950 s were fruitful period in the development of motivation concepts Three specific theories were formulated during this period Were heavily attacked and now questionable in terms of validity are probably the best known explanation for employee motivation They are the hierarchy of needs theory, Theories X and Y theory and the two factor theory These theory should be known for two reasons :-

13 Early Theories of motivation (1) They represent a foundation from which contemporary theories have grown (2) Practicing managers still regularly use these theories and their terminology in explaining employees motivation

14 Motivational Models Models Early Theories Contemporary Theories Scientific Management Human Relation Model Content Theories Process Theories Maslow s Need Hierarchy theory Herzberg Two factor Theory Alderfers ERG Theory Achievement Motivation Theory of McClelland Goal Setting Theory Vrooms Expectancy Theory Adms s Equity Theory Porters performance satisfaction Model

15 Content theories -Hierarchy of Needs Theory (Maslow) Hierarchy of Needs Theory There is a hierarchy of five needs physiological, safety, social, esteem, and selfactualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization The drive to become what one is capable of becoming.

16 Maslow s Hierarchy of Needs Lower-Order Needs Needs that are satisfied externally; physiological and safety needs. Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs.

17 Assumptions of Maslow s Hierarchy Movement up the Pyramid Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Individuals therefore must move up the hierarchy in order. Maslow Application: A homeless person will not be motivated to meditate!

18 Content Theories Fredrick Herzberg (1957) conducted his study on accounts and engineers to determine the factors in an employees work environment which caused satisfaction or dissatisfaction Fredrick Herzberg developed the two factor model called the motivation Hygiene Theory Research involved interviewing employees where they were asked what satisfied or dissatisfied them about their work Found that the factors causing job satisfaction (presumably motivation)were different from those causing job dissatisfaction Labeled the satisfiers as motivators and dissatisfiers as hygiene factors(the term hygiene was used to indicate maintenace factors that are necessary to avoid dissatisfaction but they themselves do not provide satisfaction)

19 Two-Factor Theory (Frederick Herzberg) Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. Hygiene Factors Factors such as company policy and administration, supervision, and salary that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.

20 Two-Factor Theory (Frederick Herzberg) Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing! Hygiene Factors: Salary Work Conditions Company Policies Separate constructs Hygiene Factors--- Extrinsic & Related to Dissatisfaction Motivation Factors--- Intrinsic and Related to Satisfaction Motivators: Achievement Responsibility Growth

21 Two-Factor Theory (Frederick Herzberg) The following table presents the factors causing dissatisfaction and satisfaction Hygiene factors Company policy Supervision Relationship w/boss Work conditions Salary Relationship w/peers Motivators Achievement Recognition Work itself Responsibility Advancement Growth

22 ERG Theory Maslow s needs theory has received wide recognition among practicing managers Unfortunately researches do not validate the theory Clayton Alderfer attempted to rework Maslow s need hierarchy to align it more closely with empirical research-(through practical experience) His revised need hierarchy is labeled ERG theory Aldefer argued that there are three groups of core needsexistence(similar to Maslow s physiological and safety needs) relatedness(maslow s social/status needs)growth(maslow s Esteem needs and self actualization)

23 ERG Theory (Clayton Alderfer) ERG Theory There are three groups of core needs: existence, relatedness, and growth. Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases. 6 22

24 Theory X and Theory Y (Douglas McGregor) Theory X Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform. Theory Y Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

25 Having Little Ambition Theory X Managers See Workers As Disliking Work Avoiding Responsibility Self-Directed Theory Y Managers See Workers As Enjoying Work Accepting Responsibility

26 Contemporary Theories of Motivation-Content Theories McClelland s Theory of needs In the late 1940 s psychologist David I McClelland and his co workers began experimenting with Thematic Apperception Test (TAT) as a way measuring human needs TAT is a projective technique that asks people to view pictures and write stories about what they see Experiment on three executives a photograph of a man-each viewed differently 1. McClelland identified three themes in these TAT stories with each corresponding to an underlying need that he believes is important for understanding individual behavior these needs are: 1.Achievement(nAch) 2.Power(npow) 3.and affiliation(naff)

27 David McClelland s Theory of Needs Need for Achievement The desire to do something better or more efficiently to solve problems or master complex tasks Need for Affiliation The desire for friendly and close personal relationships. Need for Power The desire to control others to influence their behavior or to be responsible for others nach npow naff 2005 Prentice Hall Inc. All rights reserved. 6 26

28 Expectancy Theory Most widely accepted explanations of motivation is Victor Vrooms expectancy theory Victor Vrooms expectancy theory posits that motivation is a result of a rational calulation A person is motivated to the degree he or she believes that 1. effort will yield acceptable performance 2. performance will be rewarded and 3.the value of the rewards is highly positive The interactive combination of all three influences motivation A basic premise of the expectancy theory is that employees are rational and not impulsive People think about what they have to do to be rewarded and how much the rewards mean to them before they perform their jobs

29 Expectancy Theory Expectancy Theory (Victor Vroom) The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

30 Equity Theory Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Referent Comparisons -J. Stacy Adams proposed that this negative state of tension provides motivation to correct it Self-inside-An employee experiences in a different position inside the employee s current organization Self-outside-An employee experiences in a situation or position outside the employee s current organization Other-inside-Another individual or group of individuals inside the employees organization Other outside-another individual or group of individuals outside the employee s organization

31 Equity Theory (cont d)

32 Equity Theory fairness- focused Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals. Procedural Justice The perceived fairness of the process to determine the distribution of rewards.

33 Justice and Equity Theory

34 Equity Theory The effective manager Steps for managing the Equity Process Recognize that equity comparisons are inevitable in the workplace Anticipate felt negative inequities when rewards are given Communicate clear evaluations of any reward given Communicate an appraisal of performance on which reward is based Communicate comparison points appropriate in the situation

35 Process Theories Goal Setting Theory In the late 1960 s Edwin Locke proposed that intentions to work toward a goal are a major source of work motivation Goals tell an employee what needs to be done and how much effort will need to be expended The evidence strongly supports the value of goals We can say that specific goals increase performance Difficult goals when accepted result in higher performance than easy goals Feedback leads to higher performance than does no feedback

36 Goal Setting Theory Goal setting is the process of motivating employees and clarifying their role perceptions by establishing performance objectives It potentially improves employee performance in two ways 1. By stretching the intensity and persistence of effort and 2. By giving employees clearer role perceptions so that their effort is channeled toward behaviors that will improve work performance

37 Goal setting theory Goal setting theory has been supported by research conducted over 40 years suggesting that it is a valuable source of insight into how the goal setting process works Goal setting theory is highly regarded that it has been ranked as the most influential of all OB theories by management scholars The Goal setting process Desire to Attain goal Perceived chance of attaining goal Goal commitment Recognize challenge of higher goal level Self efficacy beliefs Performance at goal level Desire to feel competent

38 Goal Setting theory Guidelines for setting effective performance goals Assign specific goals Assign difficult but acceptable performance goals -Stretch goals-goals that are so difficult that they challenge people to rethink the way they work Vertical stretch goals-stretch goals that challenge people to achieve higher levels of success in current activities -purpose is to improve individual and organizational effectiveness -instead of working to boost annual sales by 10% as usual strive to raise sales by 50%

39 Contd Limitations of Goal setting theory One problem is that combining goals with monetary incentives motivates many employees to set up easy rather than difficult goals -in some cases employees have negotiated goals with their supervisor that have already been completed Another limitation is that goal setting focuses employees on a narrow subset of measurable performance indicators while ignoring aspects of job performance that are difficult to measure(what gets measured gets done) Third problem is that setting performance goals is effective in established jobs but seems to interfere with the learning process in new complex jobs We therefore need to be careful not to apply goal setting where intense learning process is occurring

40 MBO Programs Putting Goal Setting Theory into Practice Goal setting theory has an impressive base research support As a manager how do you make goal setting operational? One answer is install management by objectives(mbo) program MTW Corp a provider of software services mainly for insurance companies and state governments has an MBO type program -Management attributes this program with helping the company average a 50 percent a year growth rate for 5 years in a row and cutting employee turnover to one fifth of the industry norm Management by objectives emphasizes participatively set of goals that are tangible verifiable and measurable

41 What is MBO? Management by Objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress. Key Elements 1. Goal specificity 2. Participative decision making 3. An explicit time period 4. Performance feedback

42 Cascading of Objectives

43 Why MBO s Fail You will find MBO programs in many business health care Educational government and non profit organizations MBO s popularity should not be construed to mean that it always works There are number of documented cases in which MBO has been Implement but failed to meet management s expectations

44 Why MBO s Fail Unrealistic expectations about MBO results Lack of commitment by top management Failure to allocate reward properly Cultural incompatibilities (Fujitsu scrapped its MBO type Program found it did not fit well with the Japanese culture s emphasis on minimizing risk and emphasizing long term goals)

45 How are Motivation job satisfaction and performance related? Job satisfaction is the degree to which individuals feel positively or negatively about their job It is an attitude or emotional response to one s tasks as well as to the physical and social conditions of the workplace On a daily basis managers must be able to infer the job satisfaction of others by careful observation and interpretation of what they say and do while going about their job Two popular job satisfaction questionnaires are MSQ(Minnesota Satisfaction Questionnaire-measures satisfaction with working conditions,chances of advancement,freedom to use one s own judgement,praise for doing good job,feeling of accommplishment JDI (Job Description Index)-the facets job satisfaction is the work itself-responsibility,interest and growth Quality of supervision-technical help and social support Relationships with co-workers-social harmony and respect promotion opportunities and Pay

46 Contd Job satisfaction and performance Job satisfaction can be viewed in the context of two decisions people make about their work The first is the decision to belong-that is to join and remain a member of an organization(absenteeism turnover) The second is the decision to perform-that is to work hard in pursuit of high levels of task performance(satisfaction causes performance/performance causes satisfaction/rewards cause both performance and satisfaction Not everyone who belongs to an organization performs up to expectations