MotivationMotivation

“A leader is best when people barely know he exists, when his work is done… they will say: We did it ourselves.”

~ Lao-Tzu, c. 600 B.C.

“Leadership is the art of getting someone else to do something you want done because he wants to do it.”

~ Dwight D. Eisenhower, 1890 - 1969

The Nature of MotivationThe Nature of Motivation

• If an employee chooses to work hard one day, and work just hard enough to avoid reprimand, or as little as possible on another day, what then is “Motivation?”– Motivation is the set of forces

that causes people to behave in certain ways.

• Employee performance depends on motivation to perform. – Motivation leads to good performance when

it is accompanied by • ability, • skills, • equipment, • supplies, and • time.

The Importance of Motivation in The Importance of Motivation in the Workplacethe Workplace

• What are the three factors that determine individual performance?– Motivation: The desire to

do the job.– Ability: The capability to do

the job.– Work environment: The

resources needed to do the job.

Key TopicsKey Topics

Psychological contracts in the workplaceJob satisfaction and employee moraleTheories of employee motivationJob satisfaction and employee motivationManagerial styles of leadership

What Was the Traditional What Was the Traditional Approach?Approach?

Economic gain was the primary thing that motivated employees.

Money was more important to employees that the nature of the job.

Employees could be expected to perform any kind of job if they were paid.

What Is the Human Relations What Is the Human Relations Approach?Approach?

• It emphasizes the role of social processes in the workplace.

• Employees want to feel useful and important.

• Are these social needs more important than money?

– YES!

Psychological ContractPsychological ContractA Set of Employment ExpectationsA Set of Employment Expectations

Contributions:Contributions:

What does each employee expect to What does each employee expect to contribute to the organization? contribute to the organization?

Inducements:Inducements:

What will the organization provide to each What will the organization provide to each employee in return?employee in return?

Satisfied Employees Are More Satisfied Employees Are More Productive and More CommittedProductive and More Committed

Job Satisfaction: Job Satisfaction: Degree of enjoyment employees Degree of enjoyment employees derive from doing their jobsderive from doing their jobs

High Morale: High Morale: An overall positive employee An overall positive employee attitude toward the workplaceattitude toward the workplace

Low Turnover: Low Turnover: A low percentage of employees A low percentage of employees leave each year leave each year

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Highly Motivated Employees AreHighly Motivated Employees AreCritical to Business SuccessCritical to Business Success

Classical Behavior: The Hawthorne

Studies Contemporary

Motivation: Motivation: The set of forces that cause people to The set of forces that cause people to behave in certain waysbehave in certain ways

The Human Resources ModelThe Human Resources ModelTheory X and Theory YTheory X and Theory Y

Theory X People are lazy. People lack ambition

and dislike responsibility.

People are self-centered.

People resist change. People are gullible and

not very bright.

Theory Y People are energetic. People are ambitious

and seek responsibility. People can be selfless. People want to

contribute to business growth and change.

People are intelligent.

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Self-Actualization

Needs

Esteem Needs

Social Needs

Security Needs

Physiological Needs

General Examples

Organizational Examples

Self-Fulfillment Challenging Job

Self-Self-ActualizationActualization

NeedsNeedsStatus Job TitleEsteem NeedsEsteem NeedsFriendship Friends at WorkSocial Needs Social Needs Stability Pension PlanSecurity NeedsSecurity Needs

Shelter SalaryPhysiological NeedsPhysiological Needs

Hygiene Factors• Supervisors

• Working Conditions

• Interpersonal Relations

• Pay & Security

• Company Policies & Administration

Motivation Factors• Achievement

• Recognition

• The Work Itself

• Responsibility

• Advancement & Growth

Two Factor TheoryTwo Factor Theory

Dissatisfaction Satisfaction

Expectancy TheoryExpectancy Theory

Effort-Performance

Issue

Performance-RewardIssue

Rewards-Personal

Goals Issue

Individual Individual EffortEffort

Individual Individual PerformancePerformance

Organizational Organizational RewardsRewards

Personal Personal GoalsGoals

Equity TheoryEquity Theory

Employees evaluate their treatment relative to the Employees evaluate their treatment relative to the treatment of otherstreatment of others

Inputs:Inputs: Employee contributions to their jobs Employee contributions to their jobs

Outputs:Outputs: What employees receive in return What employees receive in return

The The perceived ratioperceived ratio of contribution to return of contribution to return determines determines perceived equityperceived equity

Strategies for Enhancing Job Strategies for Enhancing Job Satisfaction and MoraleSatisfaction and Morale

Reinforcement/behavior modification

Management by objectives

Participative management and empowerment

Job enrichment and job redesign

Modified work schedules

What Are the Individual Human What Are the Individual Human Needs?Needs?

Need for achievement:- The desire to accomplish a goal or task more

effectively than in the past.Need for affiliation:

- The desire for human companionship and acceptance.

Need for power:- The desire to be influential in a group and to

control one’s environment.

Popular Motivational StrategiesPopular Motivational Strategies

• Empowerment:– The process of enabling workers to set their

own work goals, make decisions, and solve problems within their sphere of responsibility and authority.

• Participation:– The process of giving employees a voice in

making decisions about their own work.

Reward SystemsReward SystemsReward system:

-The formal and informal mechanism by which employee performance is defined, evaluated, and rewarded.

Merit system:-A reward system whereby people get different pay raises at the end of the year depending on their overall job performance.

Incentive system:-A reward system whereby people get different pay amounts at each pay period in proportion to what they do.

Reinforcement /Reinforcement /Behavior Modification TheoryBehavior Modification Theory

Positive ReinforcementPositive Reinforcement

PunishmentPunishment

When rewards are tied directly to When rewards are tied directly to performanceperformance

When negative consequences are When negative consequences are attached directly to undesirable behaviorattached directly to undesirable behavior

Identifying Resources

Counseling

SettingVerifiable Goals

& Clear Plans

Meeting

Management by ObjectivesManagement by ObjectivesCollaborative Goal-settingCollaborative Goal-setting

Collaborative Collaborative Goal Setting Goal Setting & Planning& Planning

Communicating Communicating Organizational Organizational Goals & PlansGoals & Plans

Periodic Periodic ReviewReview EvaluationEvaluation

Participative Management Participative Management and Empowermentand Empowerment

Increasing job satisfaction by encouraging participation

Team management represents a growing trend

Job Enrichment and Job Job Enrichment and Job RedesignRedesign

Job Enrichment:Job Enrichment: Adding one or more motivating Adding one or more motivating factors to job activitiesfactors to job activities

Job Redesign:Job Redesign: Designing a better fit between Designing a better fit between workers and their jobsworkers and their jobs– Combining tasksCombining tasks– Forming natural work groupsForming natural work groups– Establishing client relationshipsEstablishing client relationships

Work share programs

Flextime programs and alternative workplace strategies

Telecommuting and virtual offices

Modified Work SchedulesModified Work Schedules

Sample Flextime SchedulingSample Flextime Scheduling

JoeJoe

SueSue

PatPat

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7:007:00A.M.A.M.

8:008:00A.M.A.M.

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10:0010:00A.M.A.M.

11:0011:00A.M.A.M.

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1:001:00P.M.P.M.

2:002:00P.M.P.M.

3:003:00P.M.P.M.

4:004:00P.M.P.M.

5:005:00P.M.P.M.

6:006:00P.M.P.M.

FlexibleFlexibleTimeTime

CoreCoreTimeTime

FlexibleFlexibleTimeTime

CoreCoreTimeTime

FlexibleFlexibleTimeTime

Evaluating Modified Schedules and Evaluating Modified Schedules and Alternative WorkplacesAlternative Workplaces

Advantages

More satisfied, committed employees

Less congestion

Disadvantages

Challenging to coordinate and manage

Poor fit for some workers

The process of The process of motivating others motivating others to work to meet to work to meet specific objectivesspecific objectives

Managerial LeadershipManagerial Leadership

Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart

Five Fundamental Leadership Five Fundamental Leadership PracticesPractices

Source: www.theleadershipchallenge.comSource: www.theleadershipchallenge.com

Leadership at General ElectricLeadership at General Electric“Four E’s of GE Leadership”“Four E’s of GE Leadership”

A high A high energyenergy level level

The ability to The ability to energize othersenergize others around around common goalscommon goals

The The edgeedge to make tough decisions to make tough decisions

The ability to consistently The ability to consistently executeexecute and deliver and deliver on promiseson promises

Source: Source: Jack Welch Tells It Straight from the GutJack Welch Tells It Straight from the Gut , Anderson Assets, Winter 2002, Anderson Assets, Winter 2002

Managerial StylesManagerial Styles

Contingency ApproachThe appropriate style in any situation is contingent

on the unique elements of that situation

Autocratic StyleAutocratic StyleDemocratic StyleDemocratic Style

Free-rein StyleFree-rein Style

Motivation and Leadership in theMotivation and Leadership in theTwenty-first CenturyTwenty-first Century

MotivationMotivationSecurity and pay are Security and pay are no longer enoughno longer enough

LeadershipLeadership ““Coach” mentalityCoach” mentality DiversityDiversity FlexibilityFlexibility

Top Ten MotivatorsTop Ten Motivators1. Thanks personally, timely, often & sincerely2. Take time to meet and listen to staff3. Provide feedback4. Encourage new ideas and initiative5. Explain how employee fits into organization’s plans6. Involve employees in decisions7. Provide ownership in their work8. Recognize, reward, and promote based on

performance9. Give chance to learn new skills10. Celebrate successes!!!!