Motivation

Definition

Internal states or condition that activates behavior and gives its direction


Desire or want that energizes and directs goal-oriented behavior

Influence of needs and desires on the intensity and direction of behavior

Employee motivation

Social Benefits

Rewards

Ethical standards

Training

Fair Business Practices

Courtesy towards customers

Employee recognition

Challenges of Motivating Employees

Revised employment relationship

Due to Globalization, Information Technology, Corporate Restructuring

Potentially undermines trust and commitment

Flatter organizations

Fewer supervisors to monitor performance & reduce costs

Supervise many more employees

Changing workforce

Gen-X/Gen-Y bring different expectations

Maslow's needs Hierarchy Theory

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Physiological

  • oxygen, water, food

Safety
-in times of emergency, or period of disorganization in the social structure

Affection and belongingness
– love, affection and sense of belonging

Esteem
– self-respect, and respect from others, self confident, satisfies and valuable

Self-actualization
– a person’s need to be and do

ERG (Existence, Relatedness and Growth)

Growth
-desires for continued personal growth and development

Relatedness
-interpersonal relationships

Existence
– physiological and material well-being

Learned Needs Theory (MC Clelland)

Need for achievement (nAch)
-Desire for challenging and somewhat risky goals, feedback, recognition

Need for affiliation (nAff)
Desire to seek approval, conform, and avoid conflict, friendly and warm relationship

Need for power (nPow)
-Desire to control one’s environment, to influence their behavior and to be responsible for others, attention, recognition

Four Drive Theory

Acquire and Achieve

Bond and Belong

Create and Challenge

Defend and Define

Increasing E-to-P Expectancy

Train employees

Select people with required competencies

Provide role clarification

Provide sufficient resources

Provide coaching and feedback

Match personality with job

Increasing P-to-O Expectancy

Measure performance accurately.

Describe outcomes of good and poor performance.

Explain how rewards are linked to past performance.

Introduce more valued rewards.

Justice Compenents

Distributive Justice

  • the perceived fairness in outcomes we receive relative to our contributions and the outcomes and
    contributions of others

Procedural Justice

  • the fairness of the procedures used to decide the
    distribution of resources.

Elements of Equity Theory

Outcome/input ratio
inputs -- what employee contributes (e.g., skill)
outcomes -- what employee receives (e.g., pay)

Comparison other
person/people against whom we compare our ratio
not easily identifiable

Equity evaluation
compare outcome/input ratio with the comparison other

Types of Rewards in the Workplace

Membership and seniority

Job status

Competencies

Performance-based

Performance-Based Rewards

Organizational
rewards

Profit sharing

Stock ownership

Stock options

Balanced scorecard

Team
rewards

Bonuses

Gainsharing

Individual
rewards

Bonuses

Commissions

Piece rate