+ Motivating Virtually

+ Much virtual work is conducted via virtual teams Physically dispersed individuals who interdependently achieve a common goal relying on technology

+ Virtual teams are characterized by a unique set of motivational challenges Although these teams are very task- oriented, they tend to share substantially less social information than face-to-face teams Much motivation stems from the types of interactions and relationships we share with others

+ Where is the trust? Interpersonal trust is a foundation of motivation through connection with others Members of virtual teams are put in situations in which they have to develop ‘virtual trust’

+ Virtual trust = Fragile trust

+ Because virtual teams limit the degree of face-to-face interaction: members tend to not connect in meaningful ways that normally would motivate through sense of obligation to significant others members tend not to develop a sense of “identity” with their team which would lead to motivation the quality of communication is lacking

+ Communication plays a strong motivational role: What is ‘said’ in the message The tone with which it was conveyed How messengers ‘looks’ when they communicate In virtual communication, the message content is often truncated, it is difficult to ascertain tone, and recipient has no visual cues

+ Members experience substantially lower satisfaction in virtual teams do not experience sense of psychological safety tend not to “enjoy” their team work as much not “intrinsically” motivating

+ In virtual teams it is easier for members to “disappear” ~ social loafing more apt to occur

+ How to avoid motivational pitfalls of virtual teams

+ The individual virtual worker Many of the social issues related to motivation through interpersonal means apply to individual workers as well Worker may lose sense of connection and identity and become isolated Worker may lose sense of shared values and goals that places him/her in the midst of the organizational community

+ Motivational paradox of independent virtual workers They tend to be intrinsically motivated to work effectively (e.g., sense of achievement and drive) and have more intrinsic aspects associated with their work in terms of flexibility and autonomy They tend to be more ‘equity sensitive’ perceiving more instances of being treated unfairly in terms of extrinsic factors and they come to place a higher premium on extrinsic factors such as money