Motivation

Motivation & Stress

Dr. Joe O’Mahoney 200707906133649

Learning objectives

• To understand content and process theories of motivation

• To know how organisations attempt to manage employee motivation

• To critique the theories, assumptions and practice of motivation literature

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1. What is Motivation?

2. Theories of Motivation

3. Critiquing Motivation

The Agenda

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What is Motivation?

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What is motivation?

• I am motivated (internal drive)

• What am I motivated to do?

• What is my motivation?

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What motivates you?

• Motivators– Security (physical, food, psychological)– Power (position, money, authority)– Sex– Social (peer-esteem, love, belonging)– Expression (creativity, achievement, identity)

• Why does it matter?– If you’re not motivated you’re dead– Controlling people– Labour vs. Labour Power– The cost & inadequacy of supervision

I was saying "I'm the greatest”

long beforeI believed it.

It's not that I'm so smart, it's just that I stay with problems

longer.

Theories of Motivation

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Needs / Content Theories

• Needs / Content Theories– Maslow– Hertzberg– Alderfer

MaslowHerzberg

Hygiene

Motivators

Factors

Maslow

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Process Theories

• Decision-making processes• E.g. Vroom, Porter and Lawler, Adams• Goal Setting• Expectancy Theory: M = E x I x V• But…overly rational? Too many variables?

Expectancy

Effort - Performance Link

E=0

No matter how much effort you put in, probably not possible

to memorise the text in 24 hours

Instrumentality

Performance - Rewards Link

I=0

Your tutor does not looklike someone who has £1 million

Valence

Rewards - Personal Goals Link

V=1

There are a lot of wonderful things you could do with £1 million

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Motivated to do what?

• All cultures have….– Hierarchies……but of what?– Sex……..but with what?– Groups….but of what?

• Conditioning– Pavlov and Skinner– Reinforcement (punishment / reward)– Peer pressure

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Managing Worker’s Motivations: HRM

• Needs– Security - pay, insurance, job security– Social - team work, feedback, socialising, respect– Power - authority, autonomy, decision-making, status– Expression - achievement, challenge, innovation

• Process: goals– Goal Setting / Management by Objectives– Specific, measurable, attainable goals– Participation

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Critique of Motivation

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The failure of organisational motivation?

• Failure?– Most efforts = short-term improvements (Herzberg, 1968)– Little evidence in most jobs– Modern programs do more harm than good e.g. portfolio careers,

deregulation, flexiblity, temporary contracts

• Resistance motivators– Making out– Stories and identities (Frese, 1982)– Games

• Demotivated workers– Often have highly motivated lives– Experience higher rates of mental illness– Redefine and lower their goals

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The social construction of motivation?

• Social Influence– Individualism vs. religion, class, community– The American Dream

• The media rhetoric– X-Factor, Dragon’s Den, The Apprentice– Winners and losers

• The mundane reality– Stuck in middle management– Routine and boredom– Short-term successes

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When Motivation Succeeds….

• Success?– 24 hour jobs (WFH, Mobiles, Laptops)– Devolving responsibility– Enlarged jobs

• When motivation does not equal achievement = inadequacy

• Identity control tied up in high performance (e.g. TQM)

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Stress• Over-motivation?

– Highest motivated are the most stressed– Workaholics: 1/3 of high-performers ‘addicted’ to work– Hours, stress and insecurity are increasing– 25% of men exhausted– 20 of workers ‘extremely stressed’

• Effects– 4% days taken off sick– Costs £13bn / years– ¾ executives report stress affects their health, happiness & home

• Presented as a problem to be ‘managed’– Stress management techniques– Counselling– You need stress

• The ‘social construction’ of stress?– A 20th century phenomena– Primary goal = to be happy– No more hygiene needs?

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Why ‘motivation’ and not ‘persuasion’?

Questions?