Employee Motivation: Foundations and Practices Courtesy Sarova Panafric Hotel Employee Motivation: Foundations and Practices Chapter Five

Motivating Staff at Sarova Panafric Hotel Courtesy Sarova Panafric Hotel Sarova Panafric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition. Motivating Staff at Sarova Panafric Hotel

Motivation Defined The forces within a person that affect the direction, intensity, and persistence of voluntary behavior Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

Drives and Needs Drives (aka-primary needs, fundamental needs, innate motives) Neural states that energize individuals to correct deficiencies or maintain an internal equilibrium Prime movers of behavior by activating emotions Self-concept, social norms, and past experience Drives (primary needs) Needs Decisions and Behavior

Drives and Needs Needs Goal-directed forces that people experience. Drive-generated emotions directed toward goals Goals formed by self-concept, social norms, and experience Self-concept, social norms, and past experience Drives (primary needs) Needs Decisions and Behavior

Maslow’s Needs Hierarchy Theory Self-actual-ization Seven categories capture most needs Need to know Need for beauty Five categories placed in a hierarchy Esteem Belongingness Safety Physiological

Maslow’s Needs Hierarchy Theory Self-actual-ization Physiological Safety Belongingness Esteem Need to know Need for beauty 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

Evaluating Maslow’s Theory Self-actual-ization Physiological Safety Belongingness Esteem Need to know Need for beauty Lack of support for theory Maslow’s needs aren’t as separate as assumed People progress to different needs Needs change more rapidly than Maslow stated

What Maslow Contributed to Motivation Theory More holistic integrative view of needs More humanistic Influence of social dynamics, not just instinct More positivistic Pay attention to strengths, not just deficiencies

What’s Wrong with Needs Hierarchy Models? Wrongly assume that everyone has the same needs hierarchy (i.e. universal) Instead, likely that each person has a unique needs hierarchy Shaped by our self-concept -- values and social identity

Learned Needs Theory Drives are innate (universal) Needs are amplified or suppressed through self- concept, social norms, and past experience Therefore, needs can be “learned” (i.e. strengthened or weakened through training)

Three Learned Needs Need for achievement Need for affiliation Values competition against a standard of excellence; Want reasonably challenging goals Need for affiliation Desire to seek approval, conform to others wishes Avoid conflicts Need for power Desire to control one’s environment Personalized versus socialized power

Four-Drive Theory Drive to Acquire Drive to Bond Drive to Learn • Drive to take/keep objects and experiences • Basis of hierarchy and status Drive to Bond • Drive to form relationships and social commitments • Basis of social identity Drive to Learn • Drive to satisfy curiosity and resolve conflicting information Drive to Defend • Need to protect ourselves • Reactive (not proactive) drive • Basis of fight or flight

Features of Four Drives Innate and hardwired -- everyone has them Independent of each other (no hierarchy of drives) Complete set -- no drives are excluded from the model

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 Mental skill set uses social norms, personal values, and experience to translate competing drives into needs and effort

Four Drive Theory of Motivation Drive to Acquire Social norms Personal values Past experience Drive to Bond Mental skill set resolves competing drive demands Goal-directed choice and effort Drive to Learn Drive to Defend Mental skill set uses social norms, personal values, and experience to translate competing drives into needs and effort

Implications of Four Drive Theory Provide a balanced opportunity for employees to fulfill all four drives employees continually seek fulfillment of drives avoid having conditions support one drive over others

Expectancy Theory of Motivation Employee Motivation: Foundations and Practices

Expectancy Theory of Motivation E-to-P Expectancy P-to-O Expectancy Outcomes & Valences Outcome 1 + or - Outcome 2 + or - Effort Performance Outcome 3 + or -

Increasing E-to-P-to-O Expectancies Increasing E-to-P Expectancies Assuring employees they have competencies Person-job matching Provide role clarification and sufficient resources Behavioral modeling Increading P-to-O Expectancies Measure performance accurately More rewards for good performance Explain how rewards are linked to performance

Increasing Outcome Valences Ensure that rewards are valued Individualize rewards Minimize countervalent outcomes

Goal Setting and Feedback Employee Motivation: Foundations and Practices

Effective Goal Setting The process of motivating employees and clarifying their role perceptions by establishing performance objectives Effective goals are: Specific Relevant Challenging Commitment Participation (sometimes) Feedback

Characteristics of Effective Feedback Specific Effective Feedback Credible Relevant Sufficiently frequent Timely

Evaluating Goal Setting and Feedback Goal setting is one of the most respected theories in terms of validity and usefulness Goal setting/feedback limitations: Focuses employees on measurable performance Tied to pay - employees motivated to set easy goals Goal setting interferes with learning process in new, complex jobs

Organizational Justice Employee Motivation: Foundations and Practices

Elements of Equity Theory Outcome/input ratio inputs -- what employee contributes (e.g., skill) outcomes -- what employee receives (e.g., pay) Comparison other person/people against whom we compare our ratio not easily identifiable Equity evaluation compare outcome/input ratio with the comparison other

Correcting Inequity Feelings Actions to correct inequity Example Reduce our inputs Less organizational citizenship Increase our outcomes Ask for pay increase Increase other’s inputs Ask coworker to work harder Reduce other’s outputs Ask boss to stop giving other preferred treatment Change our perceptions Start thinking that other’s perks aren’t really so valuable Change comparison other Compare self to someone closer to your situation Leave the field Quit job

Procedural Justice Perceived fairness of procedures used to decide the distribution of resources Higher procedural fairness with: Voice Unbiased decision maker Decision based on all information Existing policies consistently Decision maker listened to all sides Those who complain are treated respectfully Those who complain are given full explanation

Job Design and Empowerment Employee Motivation: Foundations and Practices

Job Design Assigning tasks to a job, including the interdependency of those tasks with other jobs Organization's goal -- to create jobs that allow work to be performed efficiently yet employees are motivated and engaged

Job Specialization Dividing work into separate jobs that include a subset of the tasks required to complete the product or service Scientific management advocates job specialization also emphasized person-job matching, training, goal setting, work incentives

Evaluating Job Specialization Advantages Disadvantages Less time changing activities Lower training costs Job mastered quickly Better person-job matching Job boredom Higher absenteeism/turnover Lower work quality Lower motivation

Job Characteristics Model Core Job Characteristics Critical Psychological States Outcomes Skill variety Task identity Task significance Meaningfulness Work motivation Growth satisfaction General effectiveness Autonomy Responsibility Feedback from job Knowledge of results Individual differences

Job Enrichment Given more responsibility for scheduling, coordinating, and planning one’s own work 1. Clustering tasks into natural groups Stitching highly interdependent tasks into one job e.g., video journalist, assembling entire product 2. Establishing client relationships Directly responsible for specific clients Communicate directly with those clients

Dimensions of Empowerment Self-determination Employees feel they have freedom and discretion Meaning Employees believe their work is important Competence Employees have feelings of self-efficacy Impact Employees feel their actions influence success

Supporting Empowerment Individual factors Possess required competencies, able to perform the work Job design factors Autonomy, task identity, task significance, job feedback Organizational factors Resources, learning orientation, trust

Employee Motivation: Foundations and Practices Courtesy Sarova Panafric Hotel Employee Motivation: Foundations and Practices Chapter Five