MANAGEMENT AND MOTIVATION Chapter 3 MANAGEMENT AND MOTIVATION

Introduction Motivation – defined Who motivates employees? Motivated versus engaged Managers vs. employees themselves Why motivation matters Is everyone motivated? History of motivation Rewards – defined Motivating across generations Intrinsic rewards Extrinsic rewards

Motivation According to Webster’s New Collegiate Dictionary …. Motive “something (a need or desire) that causes a person to act.” Motivate “to provide with a motive.” Motivation “the act or process of motivating.”

Motivated versus Engaged The concepts go hand-in-hand Engaged healthcare employees display the following characteristics: Are more productive Are more focused on patient care and treatment Are safer Are loyal to their employers Model positive behaviors of engagement Witness greater profitability for a provider than a disengaged employer

Why Motivation Matters Motivated employees… Are fully engaged in their work Contribute at a much higher level Are invested, happier, and loyal Motivated employees motivate others Influence better organizational outcomes resulting in a better competitive advantage for the organization

History of Motivation Not a new concept Athens and the Grecian empire 1809, William James 1943, Clark Hull 1940, human behavior in the workplace

Theories of Motivation Psychologists study motivation from the perspectives of: Needs at different levels Extrinsic factors Intrinsic factors Integration of needs, extrinsic and intrinsic factors

Maslow’s Hierarchy of Needs Physiological needs – food, water, sexual drive, etc. Safety needs – shelter, jobs, pay, etc. Belonging needs – social interactions, etc. Esteem needs – status, recognition, etc. Self-actualization needs – achievement, personal development and growth, etc.

Other Need-based Motivation Theories Alderfer’s 3 Factor ERG Theory Motivators McClelland’s Acquired Needs Theory Existence Relatedness Achievement Growth & Development Affiliation Power Herzberg’s 2-Factor Theory Hygienes

Extrinsic Factor Theory of Motivation Skinner’s Reinforcement Theory Positive Reinforcement Avoidance Learning = Negative Reinforcement Punishment Extinction

Intrinsic Factor Theories of Motivation Adam’s Equity Theory Vroom’s Expectancy Theory Locke’s Goal Setting Theory

Management Theories of Motivation Taylor’s Scientific Management McGregor’s Theory X and Theory Y Ouchi’s Theory Z Integrative Model of Motivation

Extrinsic Rewards: Tangibles Money Praise/feedback Benefits Good boss Flexible schedules Strong leader Job Responsibilities Inspirational people Promotions Nurturing organizational culture Status changes Supervision

Intrinsic Rewards: Intangibles Healthy relationships – feeling a sense of connection Meaningful vs. meaningless work Competence Choice and participation in decision-making Progress – accountability, meeting milestones

Myths about Motivation and Satisfaction “Although I’m not motivated by extrinsic rewards, others are” All motivation is intrinsic Some people just are not motivated People are motivated by money Motivation is manipulation One-size-fits-all reward programs Motivational people are born, not made There’s only one kind of employee satisfaction

Motivational Strategies Expect the best Focus on revitalizing employees Reward the desired behavior Find create ways to obtain information and reward excellence Create a FUN (Focused, Unpredictable, Novel) Approach Get subordinates to take responsibility for their own motivation Reward employees to enhance performance and motivate Play to employee’s strengths, promote high performance, focus on how they learn Tailor rewards

Motivating Across Generations Traditionalist (b. before 1945) Baby Boomer (b. between 1946-1964) Generation X (b. between 1965-1978) Millennials (b. between 1979-present) NB. Refer to Table 3-1 for comparisons of characteristics and motivational preferences across generations.

Whether you think you can or you think you can’t, you’re right! Henry Ford