MOTIVATIONMOTIVATION

MOTIVATION DEFINED  Willingness to exert high levels of effort to reach organizational goals.

BASIC ASSUMPTIONS  Everyone is motivated –Key?  Two types of motivation –Intrinsic –Extrinsic

TYPES OF MOTIVATION  Extrinsic Motivation: –"What gets rewarded gets done" –Based on extrinsic/tangible rewards and/or punishment  Intrinsic Motivation: –"What is rewarding gets done" –Based on intrinsic/intangible rewards

Motivation Theories  Need (Maslow & ERG)  Equity  Reinforcement  Expectancy Theory  Goal-Setting Theory

Needs (stage of development)  Maslow l Self actualization l Self esteem l Social (love) l Safety l Physiological  Alderfer (ERG) l Growth l Relatedness l Existence

What are the implications of need-based theories for managers?     Need Theories of Motivation

TODAY’S TOPIC  Motivation

EQUITY THEORY  People compare their outcome/input ratio to that of others  Conclusions –Ratios are equal (equity exists) –Ratios are unequal (inequity exists)

RESPONSES TO EQUITY/INEQUITY  Equity: Maintenance  Inequity: –Change Inputs –Change Outcomes –Quit

Forms of Justice

REINFORCEMENT THEORY  Behavior is a function of consequences  Behavior that is rewarded persists  To increase behavior –Positive reinforcement –negative reinforcement

REINFORCEMENT THEORY  To reduce behavior –Extinction –Punishment  Immediacy is crucial  Implications?

EXPECTANCY THEORY People are motivated to do that which they believe is possible and valuable  Expectancy: Belief that you can perform  Instrumentality: Belief that performance will lead to an outcome  Valence: Value of the outcome

EXPECTANCY THEORY  According to expectancy theory, what must managers do to motivate their employees? – – – – –

GOAL SETTING THEORY  People naturally set goals  Benefits of Goals: –Increase effort –Direct effort –Increase persistence  Most effective goals are:

Making MBO Work: SMARTER Goals  Specific  Measurable  Achievable  Reach/stretch (challenging)  Target dates  Engaging  Rewarded

Motivation Theories  Need (Maslow & ERG)  Equity  Reinforcement  Expectancy Theory  Goal-Setting Theory

Effective Rewards & Incentive Systems:  Recognize Individual Differences  Effective Goal Setting –Clearly defined measurable targets and expectations –Realistic stretch (under employees’ control) –Collaboratively set  Remove obstacles/barriers  Link meaningful/valued rewards to desired behavior –Those that fulfill strategic objectives; avoid undesirables  Reward ASAP after behavior  Check the system for equity, fairness, consistency  Remember money is only the beginning

HERZBERG  Movement vs. Motivation  KITA  What’s wrong with KITA? With movement?

TYPES OF MOTIVATION  Extrinsic Motivation: –"What gets rewarded gets done" –Based on extrinsic/tangible rewards  Intrinsic Motivation: –"What is rewarding gets done" –Based on intrinsic/intangible rewards

Job design  Job Specialization: Scientific management –Jobs are simple, easy to learn, economical –Drawbacks?

Job design  Job Specialization: Scientific management –Jobs are simple, easy to learn, economical –Drawbacks?  Job enlargement  Job rotation  Job enrichment (Herzberg) –Hygienes (salary, relationships, setting...) –Motivators (responsibility, achievement, recognition…) DissatisfiedMotivatedNeutral

Job design  Job enrichment (Herzberg) –Hygienes (salary, relationships, setting...) – Motivators (responsibility, achievement, recognition…) DissatisfiedMotivatedNeutral

Job design  Job enrichment (Herzberg) –Hygienes (salary, relationships, setting...) – Motivators (responsibility, achievement, recognition…) DissatisfiedMotivatedNeutral

Job Characteristics Model Core Job Dimensions Personal & Work Outcomes Critical Psychological States Skill Variety Task Identity Task Significance Autonomy Feedback Experienced Meaningfulness of Work Experienced Responsibility for Outcomes of Work Knowledge of Actual Results of Work Activities High Internal Work Motivation High-quality Work Performance High Satisfaction with Work Low Absenteeism & Turnover

IMPLEMENTING CONCEPTS CORE JOB DIMENSIONS CRITICAL PSYCHOLOGICAL STATES PERSONAL WORK OUTCOMES Combining Tasks Forming Natural Work Units Establishing Client Relationships Vertical Loading Opening Feedback Channels Skill Variety Task Identity Task Significance Autonomy Feedback Experienced Meaningfulness Experienced Responsibility for Outcomes of Work Knowledge of the Actual Results of Work activities High Internal Work Motivation High Quality Work Performance High Satisfaction with the Work Low Absenteeism and turnover - STRENGTH OF EMPLOYEE’S GROWTH NEEDS - KNOWLEDGE & SKILLS - CONTEXT SATISFACTION

Intrinsic Motivation: From Theory to Application    