1. Motivating Yourself and Others
Chapter Seven
Motivating Yourself and Others

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
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3. Chapter Preview: Motivating Yourself and Others
Theory X and Theory Y leadership styles
How expectations influence motivation
Contemporary motivation strategies
Self-motivation strategies
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4. 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!
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5. Motivation Defined Influences that account for
initiation
direction
intensity
persistence of behavior
Reason people do what they do
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6. Motivation Defined
Internal drive that encourages us to achieve our goals
Possible motives are endless:
Emotional
Social
Biological
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7. 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
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8. Motivation Is Two-Dimensional
External motivation is an action taken by another person
Usually involves an incentive or anticipation of a reward
Examples:
Money
Awards
Performance feedback
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9. Motivation Is Two-Dimensional
Most people need both
Organizations should strive to balance internal and external motivation
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10. 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. Covey
Author, The 7 Habits of Highly Effective People
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11. 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
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12. Figure 7.1 Sixteen Basic Desires in the Reiss Profile
Source: Steven Reiss, Who Am I? (New York: Berkeley Books, 2000), pp
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13. The Motivation Cycle
Motivation cycle describes how most people satisfy a need
Five steps in the motivational cycle
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14. Figure 7.1 Steps in the Motivational Cycle
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15. Characteristics of Motives
The “why” of human behavior
Five characteristics of motives:
individualistic
changing
may be unconscious
are often inferred
are hierarchical
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16. 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
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17. 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
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18. 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
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19. Figure 7.2 Figure 7.2 Maslow’s Hierarchy of Needs
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20. Physiological Needs Survival, or lower-order needs
Include needs for food, clothing, sleep, and shelter
In a good economy, these needs rarely dominate
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21. 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
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22. 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
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23. 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
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24. 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
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25. 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
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27. 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
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28. Herzberg’s Motivation-Maintenance Theory
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
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29. Herzberg’s Motivation-Maintenance Theory
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
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31. 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
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32. If you can conceive it and believe it,
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!
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33. 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
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34. 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
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35. Figure 7.3 Figure 7.3 A 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.
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36. 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
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37. 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
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38. 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
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39. 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
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40. 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
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41. 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
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42. 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
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43. 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
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44. Motivation Through Job Design
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
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45. Motivation Through Job Design
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
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46. Motivation Through Incentives
Incentives are used to
improve quality
reduce accidents
increase sales
improve attendance
speed up production
Organizations often use incentives to drive results
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47. Motivation Through 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
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48. 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
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49. 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
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50. 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
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51. 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!
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52. Self-Motivation Strategies
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
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53. Self-Motivation Strategies
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
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54. Self-Motivation Strategies
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
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55. 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 Borysenko
Author, Minding the body, Mending the Mind
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56. 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
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57. Summary People are motivated by different things Motives
change over a lifetime
are individualistic
vary in strength and importance
can only be inferred
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58. 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
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59. 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
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60. Summary Contemporary theories include Positive expectations
Job rotation, job enlargement, and job enrichment
Incentives such as intrapreneurship
Learning opportunities
Empowerment
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61. 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
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