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
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