1. Chapter 5: Motivation

2. Introduction
Fierce competition across industries and a wide basket of choices and offerings from companies makes motivating employees vital to any business Focus on a variety of key motivating plans ranging from monetary incentives to rewards and recognition

3. Frederick Herzberg: KITA
Negative Physical KITA
Negative Psychological KITA
Positive KITA
Either positive nor negative KITA instills motivation – it only results in short-term movement

4. Frederick Herzberg: Two-factor Theory
Hygiene factors (extrinsic to the job):
Company policy and administration
Supervision
Interpersonal relationships
Salary
Status
Security
Motivator factors (intrinsic to the job):
Achievement
Recognition for achievement
The work
Responsibility
Growth or advancement

5. The Job Characteristics Model
Five core job characteristics:
Skill variety
Task identity
Task significance
Autonomy
Feedback
Followed by three critical psychological states:
Experienced meaningfulness
Experienced responsibility
Knowledge of results
Results in:
Increased work satisfaction
Performance
Reduced absence
Employee turnover

6. The Job Characteristics Model
In general, leaders must initiate and develop their social capital by focusing on three aspects:
The structural dimension: the overall patterns of relationships in the organization
The relational dimension: the nature of connections between individuals in the organization
The cognitive dimension: the extent to which employees within a social network share a common perspective or understanding
High social capital directs high internal motivation leading to high performance and making employees more successful in achieving goals

7. McGregor’s Theory X & Y Theory X:
Management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work.
Management believes that workers need to be closely supervised and comprehensive systems of controls developed
A hierarchical structure is needed with narrow span of control at each and every level
Employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can
Theory Y:
Management assumes employees may be ambitious and self-motivated and exercise self-control.
Managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed.
Given the right conditions, most people will want to do well at work.
The satisfaction of doing a good job is a strong motivation.

8. McGregor’s Theory X & Y Theory Y is a process of:
Creating opportunities
Releasing potential
Removing obstacles
Encouraging growth
Providing guidance
“Management by objectives” and not “Management by control”
The application of Theory Y can be slow, and progress in typically done in small steps including:
Decentralization and Delegation
Job Enlargement
Participation and Consultative Management
Performance Appraisal

9. Exercise and Practice Routines
Form groups of 4- 6 people
Each person writes down three things that motivates them in their job and three things that would motivate them even more
Present your answers to each other
Agree on one factor that would motivate you all even more
Class discussion on the groups’ motivation factors

10. Bibliography and Reference Materials
Garg, P. & Renu, R. (2006). New model of job design: motivating employees' performance. Journal of Management Development. Vol. 25 (6), pp
Hertzberg, Frederick. (1968). One More Time: How Do You Motivate Employees? Harvard Business Review. Vol 46, pp
Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review. Vol. 50 (4), pp
McGregor, Douglas M. (1957). The Human Side of Enterprise. Management Review. November 1957, pp