1. Motivation By Dr. Issam Tlemsani

2. Motivation
Motivation = Happiness = Productivity?

3. Chapter Objectives The motivational process Motivational drives
Behavior modification
Goal setting (Video)
The expectancy model of motivation
Equity model

4. What is motivation?
The driving force within individuals by which they attempt to achieve some goal in order to fulfill some need or expectation
(Mullins)
To Motivate
To cause someone to want to do something

5. Activity 1
Sometimes, studying can get just too much – is there a way that you can be motivated to go that extra mile and do the project, finish your homework, do the coursework etc? What motivate you to study?

6. BAA How are their employees motivated?
Examples of BAA employee benefits
include:
competitive salaries
profit share target of £700 per year
high value share save scheme
generous final salary pension scheme
free car parking at all airports
discounted insurance rates
flexible working hours
competitive sick pay

7. Motivational Drives Family School Mosque Books
Motivational drives are a product of the cultural environment
Family
School
Mosque
Books
McClelland focused on the drives for…
Achievement (a drive to accomplish objectives and get ahead)
Affiliation (a drive to relate to people effectively)
Power (a drive to influence people and situation)

8. Achievement Motivation
Achievers work hard when…
They will receive personal credit for effort
They receive feedback about past performance
Characteristics of Achievers
Take responsibility for actions and results
Seek feedback
Enjoy winning

9. Affiliation Motivation
People with affiliation motives…
Work better when complimented for favorable attitudes and cooperation
Surround themselves with likable people

10. Power Motivation
A drive to influence people, take control, and change situations.
Power motivated people wish to create an impact on their organizations and are willing to take risks to do so.
Constructive or destructive
Excellent managers if its for Institutional power instead of personal power

11. Mc Clelland Model of the three Drives for Motivation
Managerial Application of the Drives
Observe employee behavior to determine how they will respond
Identify strongest motivational drive

12. Human Needs Includes food, water, sleep, air, comfortable temperatures
Basic Physical Needs (primary needs)
Includes food, water, sleep, air, comfortable temperatures
They very in strength from person to person
Social and Psychological Needs (secondary needs)
Develop as people mature
Includes self-esteem, sense of duty, affection
Any management action will affect secondary needs

13. Human Needs Key conclusions about secondary needs:
Strongly conditioned by experience
Subject to change across time
Influence behavior in powerful ways

14. How are Boots' employees motivated?
Boot philosophy involves:
treating its employees well
involving them in the business
offering a 'stake' in the company through participation and share ownership
chances for self-development, the recognition of good work.
the sense of achievement that workers can enjoy in their jobs

15. Maslow’s Hierarchy of Needs
Self Actualization
Self Esteem
Social
Safety
Physiological

16. Physiological Needs Safety Needs
Basic need for food , drink, sleep and
oxygen
Safety Needs
Need for protection against danger and the need
for security

17. Social Needs
The needs for affiliation, friendship,
giving, to feel loved and receiving affection.
Self-Esteem Needs
The needs that people have for self-
confidence, achievement, recognition and
appreciation.

18. Self-Actualization Needs
This is the need to become someone you know you are capable of becoming. Since you are always aspiring for new things, this level are rarely completely satisfied.

19. Herzberg’s Two-Factor Model
Herzberg found that:
If a feeling of achievement by employees led to a good feeling, the lack of achievement was rarely given as cause for bad feelings. Instead some other factors such as company policy.

20. Work itself, achievement, responsibility advancement, recognition
Motivational or Satisfiers Factors
Work itself, achievement, responsibility advancement, recognition
Maintenance or Hygiene Factors
Status
Relations with supervisors, subordinates
Quality of supervision
Company policy
Job security
Working conditions, pay

21. Activity 2
Is pay a good motivator?

22. Alderfer’s E-R-G Model
• Existence needs: sustaining human
existence and safety; physiological needs
• Relatedness needs: social environment;
love, belonging; meaningful relationships
• Growth needs: development of potential,
self-esteem; self-actualization

23. Behaviour Modification
Law of Effect
Repeat behavior associated with positive reinforcement
Avoid behavior associated with negative reinforcement

24. Activity 3 CASE STUDY
Hamad was a good employee who normally tried to do his best. However, he was also a rather nervous person, and when he got nervous, he liked to talk to other employees. Some of these employees, who were very busy, used to get quite annoyed with Hamad. His manager, Noura, at first ignored this behaviour. However, lately Hamad’s behaviour had got a lot worse.

25. Activity 3 CASE STUDY QUESTIONS
Advise Noura how she could use Behaviour Modification to help this problem.
 How would you advise the other employees to help stop Hamad talking so much?
 Would your advice change if Hamad was a lazy employee who was just trying to avoid work?

26. Social Learning Is not dependent on direct experiences
Employees are more likely to learn by observing the actions of others and the consequences they receive
Can learn more in less time

27. The Equity Model Observe one another Judge one another
Employees…
Observe one another
Judge one another
Make comparisons
Rewards Must be Fair

28. Key Factors in Equity Assessment

29. Interpreting the Equity Model
Employees…
Work within several social systems
May have multiple reference groups
Have shifting standards
Have personal egos

30. Interpreting Motivational Models
All models have strengths and weaknesses
All add to understanding of motivational process