Has 3260 Motivation

HAS 3260 Motivation Dr. Burton

Chapter 14 Motivation and Rewards
Planning Ahead
Why is motivation important?
What are the different types of individual needs?
What are the insights of process theories of motivation?
What role does reinforcement play in motivation?
What are the trends in motivation and compensation?

Motivational Process Employee Identifies Need Employee searches for ways to satisfy these needs. Employee Selects Goal-directed Behaviors Employee Performs Employee Receives Either Rewards or Punishments Employee Reassess Need Deficiencies

Importance of Motivation
Reward
work outcome of positive value to the individual
motivational work settings are rich in rewards for productive workers

Motivation and Rewards
Extrinsic Rewards
value outcomes given by someone to another
examples include:
bonuses
promotions
special assignments
awards

Motivation and Rewards
Intrinsic Rewards
self-administered
occur as part of the job itself
examples include:
feelings of competency
personal development
self-control

Rewards and Performance
respect diversity
clearly understand what people want from work
allocate rewards to satisfy the interests of both individuals and organization

Content Theories of Motivation
Hierarchy of Needs Theory
lower order and higher order needs affect behavior
deficit principle
satisfied need is not a motivator of behavior
progression principle
need at one level does not become activated until the next lower need is satisfied

Maslow’s Needs Hierarchy Self- Actualization Esteem Affiliation Security Physiological

Maslow
Did not believe any given behavior is motivated by a single need.
Described another set of needs, (COGNITIVE)
need to analyze
need to experiment
need to construct a personal theory

ERG Theory
Alderfer’s three needs
existence - physiological and material well-being
relatedness - satisfying interpersonal relationships
growth - continued psychological growth and development
any/all needs can influence behavior at one time
frustration-regression principle
already satisfied need can influence behavior when a higher need cannot be satisfied

ERG Model Growth needs Relatedness needs Existence needs

Two-Factor Theory
Herzberg
satisfier factors (job content)
things related to the nature of the job itself
source of job satisfaction and motivation
hygiene factors (job context)
things related more to the work setting
source of job dissatisfaction

Results of Herzberg’s Original Study on Job Satisfaction
Factors
That Caused
Job Satisfaction
Achievement
Recognition
The work itself
Responsibility
Advancement
Factors
That Caused
Job
Dissatisfaction
Company Policy
Supervision
Relationship with supervisor
Working conditions
Salary

Ways to use motivators on the job
Delegate more authority to workers
When you have an important project to complete or are facing difficult problems, call your workers in and get their ideas.
Cross-train your employees so that they become more broadly experienced.
Compliment and recognize employees for good work.
Assign workers to special projects
Ask the more experienced workers to assist in training new employees.
Send employees to training courses for skill upgrading.

Acquired Needs Theory
McClelland
Need for Achievement (nAch)
desire to do something better, solve problems, master complex tasks
Need for Power (nPower)
desire to control, influence or be responsible for others
Need for Affiliation (nAff)
desire to establish and maintain friendly relations with others

Acquired Needs Theory (con’t)
People develop these needs over time
Each need is associated with a distinct set of work preferences
managers are encouraged to recognize the strength of each need in themselves and others
create work environments responsive to the strength of each need

Presidents’ needs for Power, Achievement, and Affiliation
NEEDS
President Power Achievement Affiliation
Clinton, B. Moderate High High
Bush, G. Moderate Moderate Low
Reagan, R. High Moderate Low
Kennedy, J. High Low High
Roosevelt,F. High Low Moderate
Lincoln, A. Moderate Low Moderate
Washington, G. Low Low Moderate

Workers high in (nAch) prefer
individual responsibility for results
achievable but challenging goals
feedback on performance

Workers high in (nPower) prefer
control over other people
have an impact on people and events
brings public recognition and attention

Two types of power
personal
manipulation for personal gratification
social
directed towards group or organizational objectives

Process Theories of Motivation
Equity Theory
Adams
perceived inequity is a motivating state
people are motivated to restore equity
change
work inputs
rewards received
comparison points
situation

Equity Theory (con’t)
Pay is common source of equity controversy
gender equity
women earn an average of 75% of what men earn
comparable worth
jobs of similar value based on required education, training, skills should receive similar pay

Equity Model I 1 O 1 I 2 O 2 Inputs Age Attendance Interpersonal skills Communication skills Job effort (long hours) Past experience Performance Personal appearance Seniority Social status Technical skills Training Outcomes Challenging job assignments Fringe benefits Job perquisites (parking space or office location) Job security Monotony Promotion Recognition Responsibility Salary Seniority benefits Status symbols Working conditions

Expectancy Theory
Vroom
expectancy - working hard will result in desired level of performance
instrumentality - successful performance will be followed by rewards
valence - value of rewards and other work related outcomes

Expectancy Theory (con’t)
Motivation (M), expectancy (E), instrumentality (I) and valence (V) are related to another in a multiplicative fashion
M = E x I x V
If either E, I or V is low, motivation will be low!

Expectancy Theory Worker Expectancies Rewards Effective Performance A Good Effort “Basic Premise is that employees are rational people”

Five key variables of the expectancy model
First level outcomes
results of doing the job itself, e.g. performance
Second level outcomes
rewards + / - produced by 1st level outcomes
Expectancy: Belief that a level of effort will be followed by a level of performance.
Instrumentality: Relationship between 1st and 2d level outcomes.
Valence: Preference for 2d level outcomes.

Goal-Setting Theory
Locke
task goals can be motivating if
properly set
well managed
goals clarify role expectations

Goal-Setting Theory (con’t)
Management by Objectives (MBO)
joint goal setting by managers and employees
participation option
how to achieve goals instead of what the goals are

Matching Content Models Self-Actualization Growth
Hygienes
job security
salary
working conditions
Esteem Affiliation Security Physiological Relatedness Existence
Motivators
advancement
growth
achievement
Need for Achievement Need for Power Need for Affiliation Needs Hierarchy ERG Theory Motivator-Hygiene Model Achievement Motivation Model Needs Models

Reinforcement Theory of Motivation
Reinforcement Strategies
Skinner
Operant Conditioning
applying law of effect to control behavior by manipulating its consequences

Reinforcement Strategies
positive reinforcement
negative reinforcement
punishment
extinction

Positive Reinforcement
increase the frequency of desirable behavior by making a pleasant consequence contingent on its occurrence

Positive Reinforcement (con’t)
Successful implementations is based on
law of contingent reinforcement
reward delivered only if desired behavior is exhibited
law of immediate reinforcement
more immediate the delivery of a reward, the more reinforcement value it has

Negative Reinforcement
increases the frequency of desirable behavior by making the avoidance of unpleasant consequence
example: nagging until a task is completed

Punishment
eliminating undesired behavior by administering an unpleasant consequence upon the occurrence of that behavior
example: docking pay for being late

Extinction
decreases the frequency of an undesirable behavior by making the removal of a pleasant consequence contingent on its occurrence
example: stop giving social approval when someone is disruptive

Ethical Issues
Criticisms of reinforcement theory
ignores individuality
restricts freedom of choice
ignores the possibility of other types of motivation

Ethical Issues
Advocates state
improved safety
decreased absenteeism and tardiness
increased productivity
behavior control is necessary part of management

Motivation and Compensation
Pay for Performance
Merit pay
awards pay increase in proportion to individual performance contributions
consistent with equity, expectancy, reinforcement theories

Incentive Compensation Systems
Bonus pay
lump-sum payments based on the accomplishment of specific performance targets
one-time payment based on extraordinary contribution

Profit-sharing
employees receive a proportion of net profits earned by the organization during a stated performance period
Gain Sharing
groups of employees to share in any savings realized through their efforts to reduce costs and increase productivity

Employee stock ownership
employees own stock in company that employ them
often used as way to save jobs and prevent business closings

Stock options
right to buy shares at a future date at a fixed price
when price has risen one can exercise the option to buy the stock at a discount and realize financial gain
most common at senior executive level

Pay for knowledge
skills-based pay
pay based on number of job-relevant skills mastered
entrepreneurial pay
workers put part of their compensation at risk in return for opportunity to pursue ideas and participate in any resulting profits

Case Study 5: Lessons Where you Find Them Page 763

Fact 1: As each bird flaps its wings, it creates an uplift draft for the bird following, By flying in a “V” formation, the whole flock adds a greater flying range than if one bird flew alone.
Lesson 1: People who share a common direction and sense of community can get where they’re going quicker and more easily because they are traveling on the strength of one another.

Fact 2: Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to fly alone and quickly gets back into formation to take advantage of the lifting power of the bird immediately in front.
Lesson 2: If we have as much sense as geese, we will stay in formation and be willing to accept help when we need it and give help when it is needed.

Fact 3: When the lead goose gets tired, it rotates back into the formation, and another goose flies in the point position.
Lesson 3: Geese instinctively share the task of leadership and do not resent the leader.

Fact 4: The geese in formation honk from behind to encourage those up front to keep up their speed.
Lesson 4: We need to make sure our honking from behind is encouraging and not something else.

Fact 5: When a goose is sick, is wounded or is shot down, two geese drop out of formation and follow it down to earth to help and protect it. They stay with their disabled companion until it is able to fly again or dies. They then launch out on their own or with another formation and catch up with the flock.
Lesson 5: If we have as much sense as geese, we, too, will stand by one another in difficult times and help the one who has dropped out to regain his place in the formation.

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