Motivation (Lussier)

Ch. 12 MotivationCh. 12 Motivation

Defined – the desire to satisfy an unmet Defined – the desire to satisfy an unmet need. need.

Expectations? Expectations?

Self-Fulfilling Prophecy?Self-Fulfilling Prophecy?

Performance equation?Performance equation?

Content/Process/Reinforcement theoriesContent/Process/Reinforcement theories

I.I. Content theoriesContent theoriesA. Maslow’s HierarchyA. Maslow’s Hierarchy

physiological, safety, social, esteem, self-physiological, safety, social, esteem, self-actualizationactualization

use motivators that satisfy the next level needuse motivators that satisfy the next level need

once lower level needs are satisfied, they lose once lower level needs are satisfied, they lose their motivating potential their motivating potential

implications: satisfy lower level needs so upper implications: satisfy lower level needs so upper level needs are motivating. How do you know level needs are motivating. How do you know what needs are unmet? Surveywhat needs are unmet? Survey

How to satisfy How to satisfy physiologicalphysiological??– AT&T gave money to childcare centers and AT&T gave money to childcare centers and

gets first priority for its workersgets first priority for its workers

How to satisfy How to satisfy safetysafety??– IBM, Honeywell, Advanced Micro all wrote no IBM, Honeywell, Advanced Micro all wrote no

layoff policies. Now they can address other layoff policies. Now they can address other needs. Xerox dealt with union to give job needs. Xerox dealt with union to give job security, but reductions in salary. Delivery security, but reductions in salary. Delivery people (postmen/fedex/pizza drivers) are people (postmen/fedex/pizza drivers) are suffering violence: In one year there were 213 suffering violence: In one year there were 213 problems for postmen; Fedex employee killed, problems for postmen; Fedex employee killed, pizza deliverers reporting increases in pizza deliverers reporting increases in assault. assault.

How to satisfy How to satisfy socialsocial (sense of belonging)? (sense of belonging)?– Use teams, picnicsUse teams, picnics

How to satisfy How to satisfy esteemesteem? ? – Perks of success (status, office, decision Perks of success (status, office, decision

making) or simply a sense of self-efficacy. making) or simply a sense of self-efficacy. Unocal does creativity week for R&D folks for Unocal does creativity week for R&D folks for recognition. United Electric Controls uses recognition. United Electric Controls uses valued employee program wherein they valued employee program wherein they receive dollars for implemented idea.receive dollars for implemented idea.

How to safisfy How to safisfy self-actualizationself-actualization? ? – Opportunity to grow. Training?Opportunity to grow. Training?

B. Herzberg’ TheoryB. Herzberg’ Theory

Theory names: Theory names: 1. Motivation-hygiene theory1. Motivation-hygiene theory

2. Two-factor theory2. Two-factor theory

He asked employees when they think He asked employees when they think about their jobs, what makes them feel about their jobs, what makes them feel really good about their jobs and what really good about their jobs and what makes them feel bad about their jobs. He makes them feel bad about their jobs. He came up with two groups: motivators came up with two groups: motivators (intrinsic factors) and hygiene factors (intrinsic factors) and hygiene factors (extrinsic factors). (extrinsic factors).

– What are examples of each?What are examples of each?

Hygiene = salary/supervision/working Hygiene = salary/supervision/working conditions/policiesconditions/policiesMotivators= characteristics of the Motivators= characteristics of the work/advancement/responsibility/achievework/advancement/responsibility/achievementmentThen he came up with a perspective not Then he came up with a perspective not previously considered: previously considered: – Motivators can lead to satisfaction, but Motivators can lead to satisfaction, but

hygiene factors can only prevent hygiene factors can only prevent dissatisfaction. dissatisfaction.

– Thus, satisfaction is distinct from Thus, satisfaction is distinct from dissatisfaction:dissatisfaction:

hygiene factors present hygiene factors present no no dissatisfaction dissatisfaction no grievance (or no grievance (or motivation)motivation)

hygiene factors not present hygiene factors not present dissatisfaction dissatisfaction grievance grievance

motivators present motivators present satisfaction satisfaction motivated behaviormotivated behavior

motivators not present motivators not present no satisfaction no satisfaction no motivated behavior no motivated behavior

Implication: Implication: ensure the presence of motivators ensure the presence of motivators in order to enhance aroused, in order to enhance aroused, energized, goal-directed behaviorenergized, goal-directed behavior

C. McClelland’s Needs Theory C. McClelland’s Needs Theory (Acquired Needs Theory)(Acquired Needs Theory)

3-Needs Theory. 3-Needs Theory.

What are the 3 needs? What are the 3 needs? – Need for achievement (desire to carry work to Need for achievement (desire to carry work to

successful completion)successful completion)– Need for Power (desire to influence others)Need for Power (desire to influence others)– Need for Affiliation (desire to help others)Need for Affiliation (desire to help others)

Research found that Research found that – salesmen high in NAch sold more policies salesmen high in NAch sold more policies

than those low in NAch. than those low in NAch. – at Pepsi, high NAch led to more success than at Pepsi, high NAch led to more success than

high NPowr. In general, the best managers high NPowr. In general, the best managers are high in the NPowr and low in NAff.are high in the NPowr and low in NAff.

Implications: address those individual Implications: address those individual needs that are most motivating for needs that are most motivating for individuals. individuals.

II. Process TheoriesII. Process TheoriesA. Equity TheoryA. Equity Theory

Derived from cognitive dissonanceDerived from cognitive dissonance- What’s this? - What’s this?

Inconsistency between my Inconsistency between my beliefs/feelings and behaviors. beliefs/feelings and behaviors.

Unfairness (inequity perceptions) Unfairness (inequity perceptions) cognitive dissonance cognitive dissonance motivation to motivation to correctcorrectHow is equity perceived?How is equity perceived?- By comparison to others- By comparison to othersYouYou OtherOther

outcomesoutcomes outcomesoutcomes salary, benefits, status, time salary, benefits, status, time offoffinputsinputs inputs inputs effort, educ, training, exp. effort, educ, training, exp.

What are some methods to reduce What are some methods to reduce inequity perceptions?inequity perceptions?

Increase/reduce inputsIncrease/reduce inputs

Increase/reduce outcomesIncrease/reduce outcomes

Distort inputs/outcomes of self/otherDistort inputs/outcomes of self/other

Change relevant otherChange relevant other

Greenberg study – pay cut led to stealing; Greenberg study – pay cut led to stealing; office size changes led to effort changesoffice size changes led to effort changes

Implications – establish perceptions of Implications – establish perceptions of fairness/justice and understand where fairness/justice and understand where inequity perceptions exist.inequity perceptions exist.

B. Goal SettingB. Goal Setting

Difficult goals Difficult goals increased performance increased performance up to a point (need to be achievable)up to a point (need to be achievable)

Specific goals Specific goals increased performance increased performance

Feedback following goals Feedback following goals increased increased performanceperformance

Participatively set goals Participatively set goals increased increased performanceperformance

Implications: establish goal setting Implications: establish goal setting procedures e.g. MBO!procedures e.g. MBO!

C. Expectancy Theory C. Expectancy Theory

- Expectancy (E-P link)- Expectancy (E-P link)Motorola people get 40 hours Motorola people get 40 hours

training/year;training/year;Anderson consulting gives new employees Anderson consulting gives new employees

3 3 weeks of professional training prior to weeks of professional training prior to starting their jobs. After this, 138 hours per starting their jobs. After this, 138 hours per year! year! Instrumentality (P-O link)Instrumentality (P-O link)

Diamond International surveyed and found Diamond International surveyed and found that employees were not rewarded for that employees were not rewarded for

doing doing a good job. They instituted the 100 a good job. They instituted the 100 Club to Club to reward certain levels of performance. reward certain levels of performance.

Productivity boosted 14.2%!Productivity boosted 14.2%!Valence; (V – attractiveness)Valence; (V – attractiveness)

What are the implications?What are the implications?

1. give employees appropriate 1. give employees appropriate training training and encouragement;and encouragement;

2. communicate credible link between 2. communicate credible link between performance and outcome; performance and outcome;

3. individual differences must be 3. individual differences must be considered.considered.

D. Reinforcement TheoryD. Reinforcement Theory

Positive works bestPositive works best

What gets measured gets doneWhat gets measured gets done

Team TrainingTeam Training

What are objectives and why?What are objectives and why?

Objective are: learning training for you and Objective are: learning training for you and your team, conveying relevant concepts, your team, conveying relevant concepts, retain attentionretain attention

Today’s exercise was practice (limit cards)Today’s exercise was practice (limit cards)

Can use prior classes as a resourceCan use prior classes as a resource

30-35 minutes30-35 minutes

Feedback from classFeedback from class