1. Motivation
Motivation = Happiness = Productivity?

2. Chapter Objectives The motivational process Motivational drives
Behavior modification
Goal setting (Video)
The expectancy model of motivation
Equity model

3. What is motivation?
The driving force within individuals by which they attempt to achieve some goal in order to fulfill some need or expectation
The degree to which an individual wants and chooses to engage in certain behaviour.
(Mullins)

4. It is a complex combination of psychological forces within each person
Work Motivation
The set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviors
It is a complex combination of psychological forces within each person

5. Activity 1
Sometimes, studying can get just too much – is there a way that you can be motivated to go that extra mile and do the project, finish your homework, do the coursework etc? What motivates you to study?

6. BAA How are their employees motivated?
Examples of BAA employee benefits
include:
competitive salaries
profit share target of £700 per year
high value share save scheme
generous final salary pension scheme
free car parking at all airports
discounted insurance rates
flexible working hours
competitive sick pay

7. Motivational Drives Family School Mosque Books Achievement Affiliation
Motivational drives are a product of the cultural environment
Family
School
Mosque
Books
McClelland focused on the drives for…
Achievement
Affiliation
Power

8. Achievement Motivation
Achievers work hard when…
They will receive personal credit for effort
They receive feedback about past performance
Characteristics of Achievers
Take responsibility for actions and results
Seek feedback
Enjoy winning

9. Affiliation Motivation
People with affiliation motives…
Work better when complimented for favorable attitudes and cooperation
Surround themselves with likable people

10. Power Motivation
A drive to influence people, take control, and change situations
Constructive or destructive
Institutional or personal
Managerial Application of the Drives
Observe employee behavior to determine how they will respond
Identify strongest motivational drive

11. Human Needs Includes food, water, sleep, air, comfortable temperatures
Basic Physical Needs (primary needs)
Includes food, water, sleep, air, comfortable temperatures
They very in strength from person to person
Social and Psychological Needs (secondary needs)
Develop as people mature
Includes self-esteem, sense of duty, affection
Any management action will affect secondary needs

12. Human Needs Key conclusions about secondary needs:
Strongly conditioned by experience
Subject to change across time
Influence behavior in powerful ways

13. How are Boots' employees motivated?
Boot philosophy involves:
treating its employees well
involving them in the business
offering a 'stake' in the company through participation and share ownership
chances for self-development, the recognition of good work.
the sense of achievement that workers can enjoy in their jobs

14. Maslow’s Hierarchy of Needs
Self Actualization
Self Esteem
Social
Safety
Physiological

15. Physiological Needs Safety Needs
Basic need for food , drink, sleep and
oxygen
Safety Needs
Need for protection against danger and the need
for security

16. Social Needs
The needs for affiliation, friendship,
giving, to feel loved and receiving ffection.
Self-Esteem Needs
The needs that people have for self-
confidence, achievement, recognition and
appreciation.

17. Self-Actualization Needs
This is the need to become someone you know you are capable of becoming. Since you are always aspiring for new things, this level are rarely completely satisfied.

18. Herzberg’s Two-Factor Model
Herzberg found that:
A feeling of achievement by employees led to a good feeling
BUT
A lack of achievement does not cause bad feelings

19. Work itself, achievement, responsibility advancement, recognition
Motivational or Satisfiers Factors
Work itself, achievement, responsibility advancement, recognition
Maintenance or Hygiene Factors
Status
Relations with supervisors, subordinates
Quality of supervision
Company policy
Job security
Working conditions, pay

20. Activity 2 Is pay a good motivator?
Research has shown that the Custodial Model results in only moderate motivation, but that the Supportive Model can lead to quite good motivation.
Use Herzberg’s model to explain
why this can be so?

21. Alderfer’s E-R-G Model
• Existence needs: sustaining human
existence and safety; physiological needs
• Relatedness needs: social environment;
love, belonging; meaningful relationships
• Growth needs: development of potential,
self-esteem; self-actualization

22. Behaviour Modification
Law of Effect
Repeat behaviour associated with positive reinforcement
Avoid behaviour associated with negative reinforcement

23. Activity 3 CASE STUDY
Hamad was a good employee who normally tried to do his best. However, he was also a rather nervous person, and when he got nervous, he liked to talk to other employees. Some of these employees, who were very busy, used to get quite annoyed with Hamad. His manager, Noura, at first ignored this behaviour. However, lately Hamad’s behaviour had got a lot worse.

24. Activity 3 CASE STUDY QUESTIONS
Advise Noura how she could use Behaviour Modification to help this problem.
 How would you advise the other employees to help stop Hamad talking so much?
 Would your advice change if Hamad was a lazy employee who was just trying to avoid work?

25. Social Learning Is not dependent on direct experiences
Employees are more likely to learn by observing the actions of others and the consequences they receive
Can learn more in less time

26. Motivation Primary and secondary outcomes
The Impact of Uncertainty
Primary and secondary outcomes
Strengthens the value of the reward
Employee Perceptions are Important
A simple, straightforward incentive is often more motivating than a complex one
Managers must clarify employee perceptions

27. Expectancy Model Encourages a motivational climate
Advantages
Encourages a motivational climate
Improves communication
Limitations
Needs further testing
Reliable measures must be developed
Needs further development

28. The Equity Model Observe one another Judge one another
Employees…
Observe one another
Judge one another
Make comparisons
Rewards Must be Fair

29. Key Factors in Equity Assessment

30. Interpreting the Equity Model
Employees…
Work within several social systems
May have multiple reference groups
Have shifting standards
Have personal egos

31. Interpreting Motivational Models
All models have strengths and weaknesses
All add to understanding of motivational process