foundations of employees motivation
TRANSCRIPT
![Page 1: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/1.jpg)
Foundations of
Employee Motivation
Group 4:
Ayu Habsari 1101002010
Dhani Arinta Ahlul Janah 1091002049
Ekky Sabdina Supangat 1091002126
Kartika Nindya Putri 1091002xxx
Mahalino Irani 1091002xxx
Riska Widianingsih 1091002xxx
Wira Okta Levi 1091002xxx
![Page 2: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/2.jpg)
Motivation refers to
the forces within a person
that affect the direction,
intensity, and persistence
of voluntary behavior
– Intensity : how hard a person tries
– Direction : where effort is channeled
– Persistence : how long effort is maintained
![Page 3: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/3.jpg)
Employee engagement as the employee's emotional and cognitive motivation, self-efficacy to perform the job, perceived clarity of the organization's vision and his or her specific role in that vision, and belief that he or she has the resources to get the job done.
![Page 4: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/4.jpg)
![Page 5: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/5.jpg)
Needs
Goal-directed forces that people experience
Drives
Hardwired characteristic of the brain that correct deficiencies or maintain an internal equilibrium by producting emotions to enegize individuals.
![Page 6: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/6.jpg)
Self-concept, social norms, and past experience
Drives (primary needs)
Needs (Secondary)
Decisions and Behavior
![Page 7: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/7.jpg)
Maslow’s Needs Hierarchy Theory
![Page 8: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/8.jpg)
• Limitations
1. Lack of support for theory
2. People have different hierarchies
3. Needs change more rapidly than Maslow stated
![Page 9: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/9.jpg)
• Contributions 1. More holistic
2. More humanistic
3. More positivistic
![Page 10: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/10.jpg)
What’s Wrong with Needs Hierarchy Models?
• Wrongly assume that everyone has the same needs hierarchy (i.e. universal)
• Each person has a unique needs hierarchy
5-10
![Page 11: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/11.jpg)
Need for achievement (nAch) A need in which people want to accomplish reasonably challenging goals
and desire unambiguous feedback and recognition for their success.
Learned Needs Theory
![Page 12: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/12.jpg)
Need for affiliation (nAff) A need in which people seek approval from others, conform to their wishes and
expectactions, and avoid conflict and confrontation.
![Page 13: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/13.jpg)
Need for power (nPow) A need in which people want to control their environment, including people and
material resources, to benefit either themselves (personalized power) or others (sicialized power).
![Page 14: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/14.jpg)
Drive to Acquire
Drive to Bond
Drive to Learn
Drive to Defend
Four-Drive Theory of Motivation
![Page 15: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/15.jpg)
Drive to
Acquire
Social
norms
Drive to
Bond
Drive to
Learn
Drive to
Defend
Personal
values Past
experience
Mental skill set resolves
competing drive demands Goal-directed
choice and effort
How Drives Influence Employee Motivation
![Page 16: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/16.jpg)
Four-drive theory is far from complete, that: a. Most experts would argue that one or two other drives exist that should be
included. b. Social norms, personal values, and past experience probably do not
represent the full set of individual characteristics that translate emotions into goal-directed effort.
Evaluating Four-Drive Theory
![Page 17: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/17.jpg)
The main recommendation -> to ensure that individual jobs and workplaces provide a balanced opportunity to fulfill the drives to acquire, bond, learn, and defend
1. The best workplace for employee motivation and well-being offer conditions that help employees fulfill all four drives.
2. fulfillment of the four drives must be kept in balance; organizations should avoid too much or too little opportunity to fulfill each drive.
Practical Implication of Four-Drive Theory
![Page 18: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/18.jpg)
“A motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes”
Expectancy Theory of Motivation
![Page 19: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/19.jpg)
E-to-P ecpectancy P-to-O exp. Outcome Valence
E : Effort
P : Performance
O : Outcome Valences
EFFORT PERFORMANCE
OUTCOME 1 + OR -
OUTCOME 2 + OR -
OUTCOME 3 + OR -
![Page 20: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/20.jpg)
Employee motivation is influenced by all three components of the expectancy theory model
• E-to-P Expectancy : effort will result in a particular level of performance.
• P-to-O Expectancy : specific behavior or performance level will lead to a particular outcome.
• Outcome Valences : valence is anticipated satisfaction or dissatisfaction that an individual feels toward an outcome.
![Page 21: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/21.jpg)
Increasing E-to-P Expectancies
assuring employees that they have necessary competencies, clear role perceptions and resources to reach desirable levels of performance
Increasing P-to-O Expectancies
explaining how specific rewards are connected to specific past performance and by using examples, anecdotes, and public ceremonies to illustrate reward of behavior
Increasing Outcome Valences
individualizing than standardizing rewards and other peformance outcomes
Expectancy Theory in Practice
![Page 22: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/22.jpg)
Goal Setting and Feedback
![Page 23: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/23.jpg)
Goal Setting and Feedback
1. Specific goals 2. Relevant goals 3. Challenging goals 4. Goal commitment 5. Goal participation 6. Goal feedback
![Page 24: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/24.jpg)
Balance Scorecard
Translates the organization’s vision and mission into specific, measurable performance goals related to financial, customer, internal, adn learning/growth processes.
![Page 25: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/25.jpg)
![Page 26: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/26.jpg)
Characteristics of Effective Feedback
• Specific • Relevant • Timely • Sufficiently frequent
– Employees knowledge and experience with the task
– How long it takes to complete the task
![Page 27: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/27.jpg)
Feedback through Strength-Based Coaching
• Strength-Based Coaching : maximizing the person’s potential by focusing on her or his strengths rather than weaknesses – Employee describes area of works where
he/she excels – The coach guides this discussion by
asking exploratory questions and by helping the employee to discover ways of leveraging his/her strength
![Page 28: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/28.jpg)
SOCIAL FEEDBACK
NON SOCIAL FEEDBACK
![Page 29: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/29.jpg)
Multisource 360-degree Feedback
![Page 30: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/30.jpg)
Choosing Feedback
• Non social source is more accurate
• Social source tend to delay negative information
![Page 31: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/31.jpg)
Evaluating Goal Setting
“Tried and true”
![Page 32: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/32.jpg)
Organizational Justice
![Page 33: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/33.jpg)
Equity Theory : John Stacey Adams
![Page 34: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/34.jpg)
Emotions : the engines of motivation
Inequity and Employee Motivation
How does the equity evaluation relate to employee motivation?
Inequality Negative Emotions
![Page 35: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/35.jpg)
Respond to Inequality
Over-reward Inequity Under-reward Inequity
![Page 36: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/36.jpg)
a. Reduce our inputs b. Increase our outcomes c. Increase the comparison other’s input d. Reduce the comparison other’s outcomes e. Change our perceptions f. Change the comparison other g. Leave the field
Under-reward Inequity
![Page 37: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/37.jpg)
1. Working hard
2. Change perceptions to justify the more favorable outcomes
Over-reward Inequity
![Page 38: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/38.jpg)
Individual Differences : Equity Sensitivity
![Page 39: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/39.jpg)
Widely studied & quite successful at predicting various situation involving feelings of workplace injustice
Evaluating Equity Theory
Problem 1: Equity Theory is not so easy to put into practice because it does not identify the comparison other & does not indicate which input or outcomes are most valuable to each employee
Solution : For leaders to know their employees well enough to minimize the risk of inequity feelings. Also open communication.
Problem 2: Equity theory accounts for only some of our feelings of fairness or justice in the workplace. Experts now say that procedural justice is at least as important as distributive justice.
![Page 40: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/40.jpg)
Fairness of the procedures used to decide the distribution of resources.
Procedural Justice in the workplace:
VOICE Value-expressive Function
Procedural Justice
![Page 41: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/41.jpg)
Employees tend to experience anger toward the source of injustice, which generates various response behaviors. Research suggests that being treated unfairly threatens our self-concepts and social status, particularly when others see that we have been unjustly treated.
Consequences of Procedural Justice
![Page 42: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/42.jpg)
![Page 43: Foundations of Employees Motivation](https://reader035.vdocuments.us/reader035/viewer/2022081800/553697b94a795941208b49e6/html5/thumbnails/43.jpg)
This is my group project, for usage, please ask to: [email protected]