motivation

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Motivating Employees

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Employees will be motivated if
• They have a personality that predisposes them to be
motivated
• Their expectations have been met
• The job and organization are consistent with their values
• The employees have been given achievable goals
• The employees receive feedback on their goal attainment
• The organization rewards them for achieving their goals
• The employees perceive they are being treated fairly, and
• Their coworkers demonstrate a high level of motivation

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Is an Employee Predisposed to
Being Motivated?
• Personality
– Conscientiousness
• Self-esteem
– Chronic
– Situational
– Socially influenced
• Need for achievement
• Intrinsic motivation

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Increasing Self-Esteem
• Self-esteem workshops
• Experience with success
– self-fulfilling prophecy
– trying new experiences and taking little steps
• Supervisor behavior
– Pygmalion effect
– Golem effect

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Need for Achievement
• McClelland (1961)
• Three needs
– Need for achievement
– Need for affiliation
– Need for power

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Employee Values and Expectations
• Have the employee’s expectations
been met?
– Realistic job previews (RJPs)
– Job descriptions
• Have the employee’s needs, values
and wants been met?
– Maslow’s Needs Hierarchy
– ERG Theory
– Two-factor Theory

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Basic Biological Needs
Maslow’s Need Hierarchy
Safety Needs
Social Needs
Ego Needs
Self-Actualization
Needs

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ERG Theory
• Growth
• Relatedness
• Existence

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Two-Factor Theory
• Motivators
– Responsibility
– Growth
– Challenge
– Job control
• Hygiene factors
– Pay
– Benefits
– Coworkers
– Security

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Comparison of Needs Theories
Maslow ERG Two-Factor
Self-actualization
Growth Motivators
Ego
Social Relatedness
Hygiene Factors
Safety
Existence
Physical

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Job Characteristics Theory
• Employees desire jobs that are
– Meaningful
– Allow autonomy
– Provide them with feedback
• Jobs will have motivating potential if they have
– Skill variety
– Task identification
– Task significance

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Job Characteristics and Work Behavior
Fried and Ferris (1987) meta-analysis
Job characteristic
Correlation with Work Behavior
Satisfaction Performance Absenteeism
Skill variety .45 .09 -.24
Task identity .26 .13 -.15
Task significance .35 .14 .14
Autonomy .48 .18 -.29
Job feedback .43 .22 -.19
Motivating potential score .63 .22 -.32

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Setting Goals
• Specific
• Measurable
• Difficult but attainable
• Relevant
• Time bound
• Employee participation
http://www.youtube.com/watch?v=qpmUYa1f_5Q&feature=youtu.be

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Providing Feedback
• Positive Feedback
– should be specific
– should be sincere
– should be timely
• Negative Feedback
– should be constructive
– concentrate on behaviors
– always give in private
• Self-Regulation Theory

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Office Space (DVD Segment 13)

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9 to 5 (DVD Segment 5: The Xerox Room)

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What was wrong with the feedback in the
video clips?

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Rewarding Excellent
Performance
• Timing of the reward
• Contingency of the
reward
• Type of reward
http://www.youtube.com/watch?v=A-ZlYBps1p0&feature=related

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The Premack Principle
• Different things reinforce different people
• We can get people to engage in behaviors they
don’t like (e.g., studying) by reinforcing them
with the opportunity to engage in behaviors they
like better (e.g., taking out the trash)

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Sample Reinforcement Hierarchy
- Money
- Time off from work
- Lunch time
- Working next to Wanda
- Supervisor praise
- Running the press
- Getting printing plates
- Throwing out oily rags
- Typesetting
- Cleaning the press
Least Desired
Most Desired

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Financial Incentive Plans
• Individual Incentive Plans
– pay for performance
– merit pay
• Organizational Incentive Plans
– profit sharing
– gainsharing
– stock options
http://www.youtube.com/watch?v=aRzkFCijjOQ&feature=youtu.be

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Variable Pay
• Individual (tenure, performance, skill and knowledge)
• Organizational (gainsharing, profit sharing, stock options)
_______________________________________________
Adjustments
• Location (COLAs)
• Shift
________________________________________________
Base Pay
• Market value
• Job evaluation
Benefits

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Punishing Poor Performance

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What are the merits of rewarding good
performance versus punishing bad
performance?

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Treating Employees Fairly
Equity and Keeping Promises

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Are Rewards And Resources
Given Equitably?
• Equity Theory
• Components
– inputs
– outputs
– input/output ratio
• Possible Situations
– underpayment
– overpayment
– equal payment

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Equity Theory
• Underpayment
– Work less hard
– Become more selfish
– Lower job satisfaction
• Overpayment
– No guilt feelings
– Work harder
– Become more team
oriented

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Expectancy Theory
• Expectancy
• Instrumentality
• Valence

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Motivation Level of Other Employees
Social Learning

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Applied Case Study: Taco Bueno Restaurants

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Focus on Ethics
Motivation Strategies

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What Do You Think?
• Although there were some legal ramifications for
what Hooter’s did, do you think what they did to
the waitress was also unethical?
• Do you think that the waitresses were lied to? If
so, do you think lying to employees is unethical?
• What do you think about the motivating strategy
of allowing employees to rip off the shirts of other
employees? Is humiliating employees ethical?

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What Do You Think?
• Is it ethical to promise money or other monetary
compensation to students for studying hard? What
if the losing students actually studied harder then
the winner, but the winner only did well because
he/she just happened to be brighter? Would giving
that student the money be fair to the students who
studied hard?
• Does the fact that these motivation techniques had
the desired result by increasing sales or decreasing
the use of paper outweigh any negative
consequences of such motivators?