8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 1/32
Motivation & Employee
Productivity
Rudy Nydegger, Ph.D.
School of Management
Graduate College of Union University
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 2/32
Motivating Employees Today
Not necessarily in your organization, but
what are some of the issues involved with
motivating workers today?
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 3/32
What Do W e Mean By
³Motivation?´
Examples?
Basically, we usually mean that we want
people to work harder without our having
to beat on them to get it done²and like it!
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 4/32
Basic Motivation Concepts
It is not a trait
It is the result of the
interaction of the individualwith the situation
Motivation involves:
± Arousal
± Direction
± Persistence
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 5/32
S ome T heories of Motivation
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 6/32
Maslow¶s Need Hierarch y
One of the most widely used theories
Basic hierarchy (see slide)
Although no need is every totally satisfied, a
thoroughly fulfilled need no longer motivates
As each type of need is fulfilled you move to the
next level, and you can¶t skip levels
Lower level needs are deficiency needs
Higher level needs are growth needs
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 7/32
Maslow¶s Need Hierarch y
Physiological
Security & Safety
Social
Esteem
Self-Actualization
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 8/32
Locke¶s Goal S etting T heory
Background
Goal setting is motivating if the goals are:
± Specific
± Challenging but attainable
People do better working toward goals
when they receive feedback
Ex panded theory (slide)
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 9/32
Expanded Goal S etting T heory
Goal Difficulty
Goal Specificity
Goal
Acceptance
Goal-Directed
Effort
Goal
Commitment
Organizational
Support
Performance
Individual
Traits &
Abilities
Intrinsic
Rewards
Extrinsic
Rewards
Satisfaction
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 10/32
Goal S etting (cont.) Goal setting as an end in and of itself is irrelevant
to performance
Other factors to consider: ± Self-efficacy
± Task characteristics
� Doesn¶t work as well with all tasks
� Works best when tasks are simple, well-learned, andindependent
± National culture²well adapted to North Americancultures
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 11/32
Equity T heory
The basic concept is
fairness
When people perceiveinequity they tend to
be motivated to
reduce it
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 12/32
Equity T heory (cont.)
Equity Exists When:
OutcomesA= OutcomesB
InputsA InputsInputsBB
When:
Outcomes = [Rewards ± Costs]
Inputs = What the person brings to the situation
When these conditions are not met then a condition of
inequity exists
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 13/32
T he Formation of Equity
Perceptions
Evaluation of
Self
Evaluation of
Other
Comparison
of Self with
Other
Feelings of
Equity or
Inequity
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 14/32
Responses to Equity & Inequity
Comparison of
Self with Other
Equity
Inequity
Motivation to Maintain
Current Situation
Motivation to Reduce
Inequity
1. Change Inputs
2. Change Outcomes
3. Alter Perceptions of
Self
4. Alter Perceptions of
Other
5. Change
Comparisons
6. Leave Situation
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 15/32
Equity T heory (cont.)
The most important things to remember
about this theory:
± Fairness is a concept that is very important in
some cultures (esp. North American)
± It is the perception rather that the actuality of fairness that affects people
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 16/32
Expectancy T h
eory One of the most widely accepted theories, and
empirically supported
Victor Vroom started working with this in the60¶s, and it has been refined over the years
Key Concepts:
± Force: motivation
± Ex pectancy: effort performance ex pectancy ± Instrumentality: performanceoutcome ex pectancy
± Valence: quality of outcomes
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 17/32
Expectancy T heory (cont.)
Force Effort Performance Outcome
Ex pectancy Instrumentality
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 18/32
What T hese T heories Tell Us
Maslow²people are motivated by different
things, and many of them are not just basic needs
Goal Setting²goals can be motivational if donecorrectly
Equity Theory²fairness, or the perception of it,
is important
Ex pectancy Theory²a way to tie goals to
performance, effort, and motivation
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 19/32
A pplying t he T heories of Motivation
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 20/32
Management by Objectives
Based on top-down collaborative goalsetting throughout the organization
Needs to be measured with frequentfeedback
Should be tied to a performance appraisal
system Must be consistently applied throughout
the organization
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 21/32
MBO (cont.)
Four ingredients of MBO
programs
± Goal specificity ± Participative decision
making
± Ex plicit time period
± Performance feedback
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 22/32
MBO (cont.) Results of MBO programs
± Usually last about 4-5 years
± Generally accepted by workers
± Used in many settings
± Must have top management support and involvement
± May favor simple, easily measured goals
± Requires a lot of paper work and time
± Needs to be tied to the reward system
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 23/32
Employee Recognition
Programs Recognition is a powerful
motivator
The best programs use multiplesources and recognize both
individual and group performance
Can take any form from a ³thank
you´ to formal awards
Suggestion programs are very
good
Is very cost effective
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 24/32
S pecial Issues in Motivation
What are some of the
issues that make it
difficult to motivate case
managers and other
professionals and staff in
COBRA agencies?
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 25/32
Motivating t he Diversified
W orkforce
If you want to motivate
employees, then you must
respond positively todiversity
The key is flexibility
The more options and
flexibility the more likely it
will be successful
Family-friendly policies are
important
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 26/32
How to Turn Motivation into
Productivity How do we define
³productivity?´
How can we tiemotivation to
productivity?
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 27/32
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 28/32
S ome More Tips
Be clear as to what performance criteria are
Set down clear and collaboratively set goals
Clarify ex
pectations Find out the needs of the employee to attain their goals
Provide the support necessary for them to succeed
Provide regular feedback, support, and opportunities of questions and training as needed
Have regularly scheduled formal performanceevaluations, and tie them to the reward structure and havethem be performance based
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 29/32
S ome Final Points
What do we mean by ³motivation?´
What do we mean by ³productivity?´
Basically, we want to know how to make
people:
± Work harder
± Perform at higher levels
± Enjoy what they are doing
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 30/32
8/6/2019 Motivation & Advanced Motivation (1)
http://slidepdf.com/reader/full/motivation-advanced-motivation-1 31/32
Goal S etting Exercise
Set three goals for yourself
± Personal
± Professional ± For your specific job
Present them to the group
Give each person some feedback on their goals:
± Specific ± Challenging/attainable
± Measurable