5 Motivation in the Workplace McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved Motivation Motivation refers to the forces within a person that affect the direction, intensity, and persistence of voluntary behavior Motivated employees are willing to exert a particular level of effort (intensity) for a certain amount of time (persistence) toward a particular goal (direction) McShane/Von Glinow OB4e Slide 5-2 © 2008 The McGraw-Hill Companies, Inc All rights reserved Challenges of Motivating Employees • Revised employment relationship – Due to globalization, technology, restructuring – Potentially undermines trust and commitment • Flatter organizations – Fewer supervisors to monitor performance • Changing workforce – Gen-X/Gen-Y bring different expectations McShane/Von Glinow OB4e Slide 5-3 © 2008 The McGraw-Hill Companies, Inc All rights reserved Needs, Drives, and Employee Motivation • Needs – Deficiencies that energize or trigger behaviors to satisfy those needs • Drives – Instinctive or innate tendencies to seek certain goals or maintain internal stability McShane/Von Glinow OB4e Slide 5-4 © 2008 The McGraw-Hill Companies, Inc All rights reserved Maslow’s Needs Hierarchy Objectives • Holistic – integrative view of needs rather than studying each need in isolation of others • Humanistic – responses to higher needs are influenced by social dynamics, not just instinct • Positivistic – need gratification is just as important as need deprivation McShane/Von Glinow OB4e Slide 5-5 © 2008 The McGraw-Hill Companies, Inc All rights reserved Maslow’s Needs Hierarchy Theory Seven categories capture most needs Five categories placed in a hierarchy Selfactualization Need to know Need for beauty Esteem Belongingness Safety Physiological McShane/Von Glinow OB4e Slide 5-6 © 2008 The McGraw-Hill Companies, Inc All rights reserved Deficiencies… Esteem Needs • Recognition (external motivator), Attention (external motivator), Social Status (external motivator), Accomplishment (internal motivator), Self-respect (internal motivator) Social Needs • Friendship, Belonging to a group, Giving and receiving love Safety Needs • Living in a safe area, Medical insurance, Job security, Financial reserves Physiological Needs • Air, Water, Food, Sleep McShane/Von Glinow OB4e Slide 5-7 © 2008 The McGraw-Hill Companies, Inc All rights reserved Maslow’s Needs Hierarchy Theory Need to know Selfactualization Need for beauty Esteem – Lowest unmet need has strongest effect – When lower need is satisfied, next higher need becomes the primary motivator – Self-actualization a growth need because people desire more rather than less of it when satisfied Belongingness Safety Physiological McShane/Von Glinow OB4e Slide 5-8 © 2008 The McGraw-Hill Companies, Inc All rights reserved Characteristics of Self-Actualized People • Acceptance and Realism: have realistic perceptions of themselves, others and the world around them • Problem-centering: are concerned with solving problems outside of themselves, including helping others and finding solutions to problems in the external world • Spontaneity: are spontaneous in their internal thoughts and outward behavior While they can conform to rules and social expectations, they also tend to be open and unconventional • Autonomy and Solitude: have the need for independence and privacy • Continued Freshness of Appreciation: tend to view the world with a continual sense of appreciation, wonder and awe • Peak Experiences: have what Maslow termed peak experiences, or moments of intense joy, wonder, awe and ecstasy McShane/Von Glinow OB4e Slide 5-9 © 2008 The McGraw-Hill Companies, Inc All rights reserved Evaluating Maslow’s Theory Need to know Selfactualization – Lack of support for theory – Values influence needs Need for beauty Esteem • People have different needs hierarchies not universal – Maslow’s categories don’t cover all needs Belongingness Safety – Needs change more rapidly than Maslow stated Physiological McShane/Von Glinow OB4e Slide 5-10 © 2008 The McGraw-Hill Companies, Inc All rights reserved How Four Drives Affect Needs Four drives determine which emotions are automatically tagged to incoming information Drives generate independent and often competing emotions that demand our attention Social skill set determines how to translate drives into needs and effort McShane/Von Glinow OB4e Slide 5-13 © 2008 The McGraw-Hill Companies, Inc All rights reserved Learned Needs Theory • Some needs can be learned • Need for achievement – Desire for challenging and somewhat risky goals, feedback, recognition • Need for affiliation – Desire to seek approval, conform, and avoid conflict – Try to project a favorable self-image • Need for power – Desire to control one’s environment – Personalized versus socialized power McShane/Von Glinow OB4e Slide 5-14 © 2008 The McGraw-Hill Companies, Inc All rights reserved Implications of Needs/Drives Theories • Four-drive theory – provide a balanced opportunity for employees to fulfill drives – employees continually seek fulfillment of drives – avoid having conditions support one drive over others • Maslow – allow employees to self-actualize – power of positive experiences • Offer employees a choice of rewards McShane/Von Glinow OB4e Slide 5-15 © 2008 The McGraw-Hill Companies, Inc All rights reserved Expectancy Theory of Motivation P-to-O Expectancy E-to-P Expectancy Outcomes & Valences Outcome + or - Effort Performance Outcome + or - Outcome + or - McShane/Von Glinow OB4e Slide 5-16 © 2008 The McGraw-Hill Companies, Inc All rights reserved Increasing E-to-P Expectancy • Train employees • Select people with required competencies • Provide role clarification • Provide sufficient resources • Provide coaching and feedback McShane/Von Glinow OB4e Slide 5-17 © 2008 The McGraw-Hill Companies, Inc All rights reserved Increasing P-to-O Expectancy • Measure performance accurately • Describe outcomes of good and poor performance • Explain how rewards are linked to past performance McShane/Von Glinow OB4e Slide 5-18 © 2008 The McGraw-Hill Companies, Inc All rights reserved Increasing Outcome Valences • Ensure that rewards are valued • Individualize rewards • Minimize countervalent outcomes McShane/Von Glinow OB4e Slide 5-19 © 2008 The McGraw-Hill Companies, Inc All rights reserved Goal Setting at Speedera Speedera Networks employees achieved a challenging revenue goal in one quarter, for which all employees in California and India were rewarded with a free Hawaiian trip McShane/Von Glinow OB4e Slide 5-20 Courtesy of Akamai © 2008 The McGraw-Hill Companies, Inc All rights reserved Effective Goal Setting Specific Relevant Challenging Task Effort Commitment Task Performance Participation Feedback McShane/Von Glinow OB4e Slide 5-21 © 2008 The McGraw-Hill Companies, Inc All rights reserved Goal Difficulty and Performance Task Performance High Low Area of Optimal Goal Difficulty Moderate Challenging Impossible Goal Difficulty McShane/Von Glinow OB4e Slide 5-22 © 2008 The McGraw-Hill Companies, Inc All rights reserved Characteristics of Effective Feedback Specific Credible Effective Feedback Sufficiently frequent McShane/Von Glinow OB4e Relevant Timely Slide 5-23 © 2008 The McGraw-Hill Companies, Inc All rights reserved Multisource (360-degree) Feedback Supervisor Customer Co-worker Evaluated Employee Subordinate Project leader Co-worker Subordinate Subordinate McShane/Von Glinow OB4e Slide 5-24 © 2008 The McGraw-Hill Companies, Inc All rights reserved Executive Coaching • Uses various behavioral methods to help clients identify and achieve goals • Just-in-time personal development using feedback and other techniques • Generally effective, but many techniques make it difficult to pinpoint what is effective McShane/Von Glinow OB4e Slide 5-25 © 2008 The McGraw-Hill Companies, Inc All rights reserved Preferred Feedback Sources • Depends on the situation • Nonsocial sources (gauges, printouts) – Better for goal progress – Considered more accurate, less damaging • Social sources (supervisor, co-workers) – Better for ‘good news’ feedback – Improves self-image and esteem McShane/Von Glinow OB4e Slide 5-26 © 2008 The McGraw-Hill Companies, Inc All rights reserved Motivation in the Workplace McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved ... to the forces within a person that affect the direction, intensity, and persistence of voluntary behavior Motivated employees are willing to exert a particular level of effort (intensity) for a... reserved Needs, Drives, and Employee Motivation • Needs – Deficiencies that energize or trigger behaviors to satisfy those needs • Drives – Instinctive or innate tendencies to seek certain goals... studying each need in isolation of others • Humanistic – responses to higher needs are influenced by social dynamics, not just instinct • Positivistic – need gratification is just as important as