Principle of management essay

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Motivation in the Workplace

Where we’ve been and where we’re going

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Learning Objectives 1. Explain what motivation is and why managers need to be

concerned about it. 2. Describe from the perspectives of expectancy theory and equity

theory what managers should do to have a highly motivated workforce.

3. Explain how goals and needs motivate people and what kinds of goals are especially likely to result in high performance.

4. Identify the motivation lessons that managers can learn from operant conditioning theory and social learning theory.

5. Explain why and how managers can use pay as a major motivation tool.

Learning Objectives

Performance Equation Theories of Motivation

Classical (Needs) Theories Contemporary (Process) Theories Learning Theories

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Performance Motivation Ability Environment

Performance Job performance oHow well an individual performs the

job requirements oDetermined by motivation, ability, and

situational constraints (environment)

The Nature of Motivation Motivation o The psychological forces that determine

the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence

o Explains why people behave the way they do in organizations

o Part of the Job Performance Equation

Direction o Possible behaviors a person could engage in o Towards a beneficial (and, in the work

context, organizational) goal Effort o How hard people work; o Intensity

Persistence o How long a person tries; o Refers to whether, when faced with

roadblocks and obstacles, people keep trying or give up

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The Nature of Motivation

Examples: Planning a young child’s birthday party

Obtaining a degree or (better) job

Getting in shape or eating healthy

Buying a new car

The Nature of Motivation

Intrinsically motivated behavior ◦ Behavior performed for its own sake

Extrinsically motivated behavior ◦ Behavior performed to acquire material or social rewards or to avoid punishment

Pro-socially motivated behavior ◦ Behavior performed to benefit or help others

Why are you in school?

I want to learn and grow

I want to get a job My parents made me go to school

I want to contribute to society

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Need Theories (the classics!) Need theories ◦ Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs

Need ◦ A requirement or necessity for survival and well-being

Maslow’s Hierarchy of Needs Maslow’s hierarchy of needs oThe hierarchy of needs is an

arrangement of five basic needs that motivate behavior oMaslow proposed that the lowest level

of unmet needs is the prime motivator and that only one level is motivational at a time.

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Maslow’s Hierarchy of Needs Examples of How Managers Can Help People Satisfy These Needs at Work

Giving people the opportunity to use their skills and abilities to the fullest extent possible.

Granting promotions and recognizing accomplishments.

Promoting good interpersonal relations and organizing social functions such as company picnics and holiday parties.

Providing job security, adequate health care benefits, and safe working conditions.

Providing a level of pay that enables a person to buy food and clothing and have adequate housing.

Alderfer’s ERG Theory (1 of 2) Alderfer’s ERG theory

◦ The theory that three universal needs—for existence, relatedness, and growth— constitute a hierarchy of needs and motivate behavior

◦ Alderfer proposed that needs at more than one level can be motivational at the same time

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Herzberg’s Two-Factor Theory ◦ A needs theory that distinguishes

between ◦ Motivator needs relate to the nature of

the work itself: autonomy, responsibility, interesting work.

◦ Hygiene needs are related to the physical and psychological context of the work: comfortable work environment, pay, job security.

◦ Proposes that motivator needs must be met for motivation and job satisfaction to be high

Herzberg’s Two-Factor Theory

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Need for achievement

Need for achievement

Need for powerNeed for power Need for affiliation Need for affiliation

McClelland’s Acquired-Needs Theory

Bottom Line: Individuals have different levels of needs in

each of these areas, and those levels will drive their behavior.

McClelland’s Acquired-Needs Theory ◦ Need for Achievement: The drive to excel, to

achieve in relation to a set of standards, to strive to succeed.

◦ Need for Power: The need to make others behave in a way that they would not have behaved otherwise.

1. Personal Power: an individual’s need to dominate other people.

2. Institutional Power: An individual’s need for control in an organizational setting.

◦ Need for Affiliation: The desire for social (friendly and close) personal relationships. This need compares to Maslov’s relatedness.

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Announcements • Module 3 (ethics) Essay NOT due this week; due next week

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As opposed to the needs models, which focus on the unmet needs/drives within us, the process models examine the thought processes (such as cognition) that lead to a specific action

Process Theories of Motivation

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Equity Theory

◦ A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs

◦ Motivation is influenced by comparing one’s own input- output ratio with that of a referent

• Your own experience within your current organization • ('When I worked for Bob, things were better… .')Self-inside

•Your own experience within another organization •('When I did this same job for XYZ, I was paid a lot less… .')Self-outside

•Other people within your current organization •('The management team just sits around a conference table

all day and gets paid way too much… .') Others-inside

•Other people outside your current organization •('Our competitor has some pretty weak…)Others-outside

Equity Theory Equity exists when a person perceives their ratio to be equal to the referent’s ratio

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1. Change inputs (slack off/work harder)

2. Change outcomes (increase/decrease output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

7. Seek Legal Action

Choices for dealing with inequity (restoring equity):

Justice

I ensure each person has at least

one Tier 1 sales account after 1 year

of service.

I don’t like the way my company bases

promotions. Years of service shouldn’t be

the main factor.

People like working for Jill because she

treats everyone fairly.

We may not be happy with the new policy, but we like that our

manager took time to explain its rationale.

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Expectancy Theory Expectancy theory:

◦ The idea that people are motivated by how much they want something and how likely they think they are to get that thing.

Expectancy Theory There are three important elements to expectancy theory:

1. Expectancy: The belief that increased effort will yield better performance.

2. Instrumentality: The thought that if an individual performs well, then they will receive the desired outcome or reward.

3. Valance: The value an individual puts on a reward they are pursuing.

 If any of three elements are missing, then employees will not be motivated.

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Expectancy Theory 1. Expectancy: The belief that increased effort will yield better

performance. 2. Instrumentality: The thought that if an individual performs

well, then they will receive the desired outcome or reward. 3. Valance: The value an individual puts on a reward they are

pursuing.  If any of three elements are missing, then employees will not be motivated.

Goal-Setting Theory Goal-setting theory

◦ A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects

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Goal-Setting Theory Win Six New Business Accounts

Before The End of The Second Quarter

Specific: Win six new business accounts Measurable: We know to get to six, we need to have 12 proposals, 24 pitches, and 48 warm prospects Attainable: Last year, we averaged five new business accounts during the same time frame, and we have been growing at 20%; this revised goal feels achievable Relevant: The number and size of the accounts we win each quarter tie directly to our top and bottom lines Time-based: We measure our performance quarterly, which is incredibly important for staffing, budgets, and contingency planning

I want our business to grow.

Learning Theories of Motivation Learning theories

◦ Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals

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Operant Conditioning Theory ◦ Operant conditioning: People learn to perform behaviors that lead

to desired consequences and learn not to perform behaviors that lead to undesired consequences

Social Learning Theory A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior

Extends operant conditioning by explaining ◦ Vicarious Learning ◦ Self-reinforcement ◦ Self-Efficacy We learn by more than the

outcomes (consequences) of our actions

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Social Learning Theory Vicarious learning ◦ Occurs when a person becomes motivated to perform a behavior

by watching another person perform the behavior and be positively reinforced for doing so

◦ Also called observational learning

Social Learning Theory Self-Reinforcer oAny desired or attractive outcome or

award that a person gives himself or herself for good performance

Self-efficacy oA person’s belief about his or her ability

to perform a behavior successfully