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BA 351 Managing Organizations
Motivation
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The Container Store
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Motivation is… Internal / Intrinsic Based on Sources
Needs, wants, and desires Sources Attitudes Values
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Motivation is… External / Extrinsic Power Position Personal
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Which type of motivation comes from the rewards that are linked to job performance?
Intrinsic Extrinsic
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We cannot be motivated by others…
Only influenced “I’ll build you the bridge But I won’t carry you across”
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Theories of Motivation
Content Theories Maslow’s need hierarchy Alderfer’s ERG theory McClelland’s need theory Herzberg’s two-factor theory Process Theories Expectancy theory Equity theory Goal-setting theory
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Content Theories: Need Hierarchy
Satisfied Needs People motivated by desire to satisfy specific needs, arranged in a hierarchical order of prepotency* Unsatisfied Needs Self- Actualization Esteem Needs Order of Prepotency Social and Belongingness Needs *Lower level needs must be satisfied before a person can be motivated by higher level needs Safety Needs Physiological Needs Maslow’s Need Hierarchy
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Content Theories: ERG Theory
Self- Actualization Growth Needs Esteem Needs order of prepotency Relatedness Needs Social and Belongingness Needs Safety Needs Existence Needs Physiological Needs Alderfer’s ERG Theory Maslow’s Need Hierarchy
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A steady job is an example of what type of need in Maslow's need hierarchy?
Physiological Safety Social Esteem Self-actualization
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McClelland’s Theory of Needs
Achievement Power Affiliation People with a high need for achievement - Prefer to set their own goals. Set goals of moderate difficulty that are achievable. Like to solve problems rather than leave the results to chance. Are more interested in achieving the goal than in the associated rewards. Prefer situations in which they receive regular, concrete feedback on their performance. Are positive thinkers who find workable solutions to life’s hurdles and challenges. Take a strong personal responsibility for their work. People with a high need for affiliation - Have a strong desire to be liked and to stay on good terms with most other people. Tend not to make good managers because they often treat different people in different ways (for example, may apply inconsistent rules). Are more concerned with initiating and maintaining personal relationships than with focusing on the task at hand. People with a high need for institutional power - Are concerned about the functioning of the organization and have a desire to serve others. Are controlled in their exercise of power. People with a high need for personal power - Desire to influence others for their own personal gain. Are more impulsive in exercising power. Show little concern for other people. Are focused on obtaining symbols of prestige and status (such as big offices).
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Two-Factor Theory Motivators Hygiene Factors Achievement Recognition
When increased, lead to greater satisfaction When deficient, lead to greater dissatisfaction Achievement Recognition Responsibility Opportunity for advancement or promotion Challenging work Potential for personal growth Pay Technical supervision Working conditions Company policies and procedures Interpersonal relationships with others Status Security
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Process Theories Expectancy Equity Goal-Setting
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Expectancy Theory MF = E x (I x V) MF = Victor Vroom
MF = Motivational Force E = Expectancy I = Instrumentality V = Valence V1 I1 I2 I3 Outcome V2 Effort Performance E Outcome MF = Expectancy theory – Vroom’s theory that suggests motivation is a function of an individual’s expectancy that a given amount of effort will lead to a particular level of performance, instrumentality judgments (perceived connections) that indicate performance will lead to certain outcomes, and the valence (value) of outcomes. Expectancy - subjective probability that effort will lead to performance Instrumentality - subjective probability that a given level of performance will lead to certain outcomes Valence - An Individual’s expected satisfaction associated with each outcome resulting from performance V3 Outcome
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Equity Theory Motivation is based on a person’s assessment of the ratio of the outcomes received (pay, status) for inputs on the job (effort, ability) compared to the same ratio for a comparison other My Outcomes Other’s Outcomes vs. My inputs Other’s Inputs
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Procedural Justice Procedural Justice
The degree to which people think the procedures used to determine outcomes are fair. Some rules: Based on accurate information Formal grievance procedures Procedures free from bias Ethical code Procedures applied consistently Treated with respect Procedural justice icon comes in on mouse click. Arrows and rules come in automatically at two second intervals. Procedural Justice Voice in the decision process Given reasons for decisions
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Goal-Setting Theory Edwin Locke Challenging and specific goals increase human performance because they affect attention, effort, and persistence. To be effective, managers should address: Goal difficulty Goal specificity Goal commitment Participation in setting goals Feedback Goal difficulty – how difficult should the performance goal be. Should the goal be easy, moderately difficult, or very difficult to achieve? Goal specificity – how specific should the expected outcome be (e.g. number of parts assembled), or can goals be more loosely defined (do your best)? Goal commitment – what will make associates commit to goals? Participation in setting goals – how important is it for associates to have input in selecting the goals and levels of performance to be achieved? If important, how should they be involved? Feedback – to what extent should associates be informed of their progress as they work toward the performance goals?
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Make sure your plan is : pecific easurable ction Oriented
ealistic / relevant T ime conscious
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The Bridge of Motivation
TRUST C O A H I N G EMPATHY BARRIERS Motivation Beliefs & Attitudes o m u n i c a t What beliefs & attitudes will help you build the bridge? What barriers do you encounter? Form Groups of 4-5 Have groups discuss the two questions on the slide and list on chart paper Have groups report back to the whole group Allow 15 minutes for small group work
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Trust Implies… Accountability Reliability Predictability
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Trust Factors and Leadership
Actions Are More Important Than Words Respect for the Individual Give Responsibility Listen Involvement in Decisions Respect Confidences Honesty Encourage Risk Taking Maintain a Positive Attitude Treat Everyone Equally
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Factors That Affect Performance
otivation A bility C hanging Conditions E xpectations
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Motivating Factors: “What Motivates Today’s Workers?”
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Instructions: Step 1: Individual Ranking
Working alone, rank the items. “What do most workers want in their jobs? What motivates today’s workers?” Put yourself in a worker’s shoes Rank order “Most” (#1) to “Least” (10) important motivating factors
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Instructions: Step 2: Working as a group (2 – 4)
Discuss items and come up with stack ranking of the “Top 10”! No voting, trading or averaging Seek items you mostly agree with Consensus (agree to support it), not necessarily Unanimous (100% agree)
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Instructions: Step 3: Expert Ranking Preliminary:
First, please rank what you ACTUALLY want in your work situation Expert Ranking Write numbers in Column 3 Prepare to look for difference between Expert and Team scores
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What Managers Assume Employees Want
Competitive Wages & Benefits Job Security Opportunity for Growth/Promotion Productive Work Environment Interesting & Challenging Work Management Loyalty Fair work rules Appreciation for a job well done Sensitive to personal situation Feeling “in” on things, involved
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What Employees Actually Want
Competitive Wages & Benefits Job Security Opportunity for Growth/Promotion Productive Work Environment Interesting & Challenging Work Management Loyalty Fair work rules Appreciation for a job well done Sensitive to personal situation Feeling “in” on things, involved 5 4 7 9 6 8 10 1 3 2
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What OSU 2009 Students Want! 4 Competitive Wages & Benefits
Job Security Opportunity for Growth/Promotion Productive Work Environment Interesting & Challenging Work Management Loyalty Fair work rules Appreciation for a job well done Sensitive to personal situation Feeling “in” on things, involved 4 6 3 7 2 8 10 1 9 5
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MacGregor’s Theory X X = People are basically lazy
Management assumes people shun responsibility and prefer to be directed Management’s job is to set up structures that control workers Workers are motivated by $$, security, benefits, and working conditions. Workers respond to fear of punishment.
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MacGregor’s Theory Y Y = People are intrisically motivated
Management assumes people enjoy taking on tasks and thrive on accomplishment Workers respond to involvement, being listened to, feeling in on things, being appreciated, and interesting work Management’s job is to stop doing what demotivates workers, free them to develop
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Motivation by Design Job Enlargement Job Rotation Job Enrichment
Job Characteristics Model
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When you see it, say it. Be Specific. Great Work… The Practical Coach
Remind participants of the importance of acknowledging “Great Work”
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Correcting Poor Habits:
The Practical Coach Correcting Poor Habits: Make it private, make it positive Be gentle but direct Be aware of side tracks Go over slide contents Explain the importance of being aware of “side tracks” Go to the next slide that identifies “side tracks”
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