“MOTIVATION”

INSTRUCTOR : SHEENA PITAFI

Business Studies Department, BUKC 1

MOTIVATING EMPLOYEES

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  To define motivation.
 To compare and
contrast early theories
of motivation.
 To compare and
contrast contemporary
theories of
motivation.
 To discuss current
LEARNING issues in motivation.

OBJECTIVES
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  It is the result of an
interaction between the
person and a situation;
it is not a personal trait.
 Individuals differ in
motivational drive and
their overall motivation
varies from situation to
situation.
 It is the process by
which a person’s
efforts are energized,
WHAT IS directed, and
sustained towards
MOTIVATION? attaining a goal.

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 WHAT IS
MOTIVATI
ON?
 Motivation is:
 Energy: a measure of
intensity or drive.
 Direction: toward
organizational goals.
 Persistence: exerting
effort to achieve goals.
 Motivation works best
when individual needs
are compatible with
organizational goals.

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 1) Maslow’s
Hierarchy of
Needs;
2) MacGregor’s
Theories X
and Y;
3) Herzberg’s
Two-Factor
EARLY THEORIES Theory.
OF MOTIVATION
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  Needs were
categorized as five
levels of lower- to
higher-order needs.
 Individuals must satisfy
lower-order needs
before they can satisfy
higher order needs.
 Satisfied needs will no
longer motivate.
 Motivating a person
depends on knowing at
what level that person is
on the hierarchy.
 Hierarchy of needs
A. MASLOW’S  Lower-order (external):
physiological, safety.
HIERARCHY OF  Higher-order (internal):

NEEDS THEORY social, esteem, self-

actualization.
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  Theory X
 Assumes that workers have
little ambition, dislike work,
avoid responsibility, and
require close supervision.
 Theory Y
 Assumes that workers can
exercise self-direction,
desire responsibility, and
like to work.
 Assumption:
B. MCGREGOR’S  Motivation is maximized by
participative decision
THEORY X AND making, interesting jobs,
THEORY Y and good group relations.

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 C. HERZBERG’S
MOTIVATION-HYGIENE
THEORY
 Job satisfaction and job
dissatisfaction are created by
different factors.
 Hygiene factors: extrinsic
(environmental) factors that create
job dissatisfaction.
 Motivators: intrinsic
(psychological) factors that create
job satisfaction.
 Attempted to explain why job
satisfaction does not result in
increased performance.
 The opposite of satisfaction is not
dissatisfaction, but rather no
satisfaction.
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HERZBERG’S MOTIVATION-HYGIENE
THEORY

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Three-Needs Goal-Setting
Theory; Theory; CONTEMP
ORARY
Designing THEORIES
Reinforceme
Motivating
nt Theory;
Jobs; OF
MOTIVATI
Equity Expectancy ON
Theory; Theory.

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  Motivation and
needs:
There are three major
acquired needs that are
major motives in work.
 Need for
achievement (nAch)
- The drive to excel
and succeed.
 Need for power
(nPow) - The need to
influence the
behavior of others.
 Need of affiliation
1. THREE-NEEDS (nAff) - The desire
for interpersonal
THEORY relationships.

(MCCLELLAND)
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  Motivation and goals:
 Proposes that setting goals that
are accepted, specific, and
challenging yet achievable will
result in higher performance
than having no or easy goals.
 Benefits of Participation in
Goal-Setting
 Increases the acceptance of
goals.
 Fosters commitment to
difficult, public goals.
 Provides for self-feedback
2. GOAL- (internal locus of control)
that guides behavior and
SETTING motivates performance
THEORY (self-efficacy).

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GOAL-SETTING THEORY

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3. REINFORCEMENT THEORY

 Motivation and behavior:

 Assumes that a desired behavior is a function of its
consequences, is externally caused, and if reinforced, is
likely to be repeated.
Behavior = f(Consequences)
 Positive reinforcement is preferred for its long-term
effects on performance.
 Ignoring undesired behavior is better than punishment
which may create additional dysfunctional behaviors.

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  Job Design
 The way into which tasks can
be combined to form complete
jobs.
 Factors influencing job design:
 Changing organizational
environment/structure;
 The organization’s
technology;
 Employees’ skill,
abilities, and preferences.
 Job enlargement
 Increasing the job’s scope
(number and frequency
4. DESIGNING of tasks).
MOTIVATING  Job enrichment
 Increasing responsibility
JOBS and autonomy (depth) in
a job.
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4. DESIGNING MOTIVATING JOBS

 Job Characteristics Model (JCM)

 A conceptual framework for designing motivating jobs that
create meaningful work experiences that satisfy employees’
growth needs.
 Five primary job characteristics:
 Skill variety: how many skills and talents are needed?
 Task identity: does the job produce a complete work?
 Task significance: how important is the job?
 Autonomy: how much independence does the
jobholder have?
 Feedback: do workers know how well they are doing?
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JOB CHARACTERISTICS MODEL

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4. DESIGNING MOTIVATING JOBS

 Suggestions for Using the JCM

 Combine tasks (job enlargement) to create more
meaningful work.
 Create natural work units to make employees’ work
important and whole.
 Establish external and internal client relationships to
provide feedback.
 Expand jobs vertically (job enrichment) by giving
employees more autonomy.
 Open feedback channels to let employees know how
well they are doing. 26
 Proposes that
employees
perceive what they
get from a job
situation
(outcomes) in
relation to what
they put in (inputs)
and then compare
their inputs-
outcomes ratio
with the inputs-
5. EQUITY outcomes ratios of
THEORY relevant others.

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  If the ratios are
perceived as equal,
then a state of equity
(fairness) exists.
 If the ratios are
perceived as
unequal, inequity
exists, and the
person feels under-
or over-rewarded.
 When inequities
occur, employees
5. EQUITY will attempt to do
something to
THEORY rebalance the ratios
(seek justice).
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5. EQUITY THEORY

 Distributive justice
 The perceived fairness of the amount and allocation
of rewards among individuals (i.e., who received
what).
 Influences an employee’s satisfaction.
 Procedural justice
 The perceived fairness of the process used to
determine the distribution of rewards (i.e., how &
who received what).
 Affects an employee’s organizational
commitment. 29
6. EXPECTANCY THEORY (VROOM)
 States that an individual tends to act in a certain
way based on the expectation that the act will be
followed by a given outcome and on the
attractiveness of that outcome to the individual.
 Key to the theory is understanding and managing
employee goals and the linkages among and
between effort, performance and rewards.
 Effort: employee abilities and training/development;
 Performance: valid appraisal systems;
 Rewards (goals): understanding employee needs.

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SIMPLIFIED EXPECTANCY MODEL

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EXPECTANCY RELATIONSHIPS

 Expectancy (effort-performance linkage)

 The perceived probability that an individual’s
effort will result in a certain level of performance.
 Instrumentality
 The perception that a particular level of
performance will result in the attaining a desired
outcome (reward).
 Valence
 The attractiveness/importance of the performance
reward (outcome) to the individual. 32
CURRENT ISSUES IN MOTIVATION

 Motivating unique groups of workers;

 Motivating professionals;
 Motivating contingent workers;
 Designing appropriate reward program.

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  Motivating Unique
Groups of Workers
 Motivating a diverse
workforce through
flexibility:
 Men desire more
autonomy than do
women.
 Women desire learning
opportunities, flexible
CURRENT work schedules, and
ISSUES IN good interpersonal
relations.
MOTIVATION
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  Flexible Work/Job
schedules:
a) Compressed work week
 Longer daily hours, but fewer
days.
b) Flexible work hours (flextime)
 Specific weekly hours with
varying arrival, departure,
lunch and break times around
certain core hours during
which all employees must be
present.
c) Job Sharing
CURRENT  Two or more people split a
full-time job.
ISSUES IN d) Telecommuting
MOTIVATION  Employees work from home
using computer links.
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  Motivating
Professionals:
 Characteristics of
professionals
 Strong and long-term
commitment to their field of
expertise.
 Loyalty is to their profession,
not to the employer.
 Have the need to regularly
update their knowledge.
 Don’t define their workweek
as 8:00 am to 5:00 pm.
CURRENT  Motivators for professionals
 Job challenge
ISSUES IN  Organizational support of
MOTIVATION their work

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CURRENT ISSUES IN MOTIVATION

 Motivating Contingent (Temporary) Workers

 Opportunity to become a permanent employee;
 Opportunity for training;
 Equity in compensation and benefits.
 Motivating Low-Skilled, Minimum-Wage
Employees
 Employee recognition programs;
 Provision of sincere praise.

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  Designing Appropriate
Rewards Programs
 Open-book management
 Involving employees in
workplace decision by opening
up the financial statements of
the employer.
 Employee recognition programs
 Giving personal attention and
expressing interest, approval,
and appreciation for a job well
done.
 Pay-for-performance
 Variable compensation plans
CURRENT that reward employees on the
ISSUES IN basis of their performance.
 Piece rates, wage incentives,
MOTIVATION profit-sharing, and lump-sum
bonuses.
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