What Makes Employees Tick-Motivational Strategies

Business Management

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What is Motivation?

• It is what makes us do things, or more formally, a set of factors that influence an individual’s actions toward accomplishing a goal.

• internal factors – a person’s beliefs, feelings, and attitudes, also known as intrinsic

• external factors – rewards and punishments, also known as extrinsic

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Influence and Power

Position Power the position the manager holds in the company

Reward Power the ability to control rewards and punishments

Expert Power power because of a manager’s superior knowledge about the work

Identity Power power given because people identify with and want to be accepted by them

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Motivation Theories

• Herzberg, Frederick – “two-factors”

• Maslow, Abraham – “hierarchy of needs”

• Mayo, Elton – “human relations movement”

• McClelland, David – “achievement theory”

• McGregor, Douglas – “Theory X and Theory Y”

• Taylor, Frederick – “monetary rewards”

• Vroom, Victor – “Expectancy Theory”4

Hygiene factors

Can result in dissatisfied employees if absent– fringe benefits, working conditions

Motivators

Can result in higher job satisfaction if present – challenging work, accomplishment

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Herzberg’s Two Factors

Maslow’s Hierarchy of Needs

Self-actualization

Esteem

Social

Security

Physiological

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Mayo and Human Relations

• Mayo believe that when managers communicated with and showed an interest in employees, they are motivated to do their best work.

• Mayo also thought that employees work well when they interact with each other and work in teams to accomplish goals.

• Employee input was also valued.

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McClelland’s Achievement/Need Theory

Achievement Need – set

personal goals

Affiliation Need – concerned

about relationships

Power Need – influence and control others

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McGregor’s Theory X and Theory Y

• Theory X Assumptions:

– that people dislike work,

– that people need control,

– that motivation occurs through threats about job security

• Theory Y Assumptions:

– that working is natural,

– that work effort is related to employees wanting to meet objectives and goals,

– that managers have faith in subordinates as people

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Taylor’s Scientific Management

• Monetary Rewards

– Pay as a prime motivator

– Monetary alternatives

• i.e., buying or selling vacation days

– Applies more to assembly line work – piece rate pay

– Development of employees not emphasized

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Vroom’s Expectancy Theory

• Based on three components:

– Expectancy – more work effort will result in better performance

– Instrumentality – the higher the performance the higher the outcome or reward

– Valence – the ‘value’ perceived in the type of reward

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