1. Motivation in the Workplace

2. Motivation Through Recognition
Courtesy Sanova Panafric Hotel
Panfric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition.

3. 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

4. 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

5. 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

6. 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

7. Evaluating Maslow’s Theory
Self-actual-ization
Physiological
Safety
Belongingness
Esteem
Need to
know
Need for beauty
Lack of support for theory
Values influence needs
People have different needs hierarchies -- not universal
Maslow’s categories don’t cover all needs
Needs change more rapidly than Maslow stated

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

9. 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

10. 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

11. 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

12. 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

13. 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

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

15. Increasing E-to-P Expectancy
Train employees
Select people with required competencies
Provide role clarification
Provide sufficient resources
Provide coaching and feedback

16. Increasing P-to-O Expectancy
Measure performance accurately
Describe outcomes of good and poor performance
Explain how rewards are linked to past performance

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

18. 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.
Courtesy of Akamai

19. Effective Goal Setting
Specific
Relevant
Challenging
Task
Effort
Task
Performance
Commitment
Participation
Feedback

20. Goal Difficulty and Performance
High
Area of
Optimal
Goal
Difficulty
Task Performance
Low
Moderate
Challenging
Impossible
Goal Difficulty

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

22. Multisource (360-degree) Feedback
Supervisor
Customer
Project
leader
Evaluated
Employee
Co-worker
Co-worker
Subordinate
Subordinate
Subordinate

23. 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

24. 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

25. Keeping Pay Equitable at Costco
Costco Wholesale CEO Jim Sinegal (shown in this photo) thinks the large wage gap between many executives and employees is blatantly unfair. “Having an individual who is making 100 or 200 or 300 times more than the average person working on the floor is wrong,” says Sinegal, whose salary and bonus are a much smaller multiple of what his staff earn.

26. 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

27. Overreward vs Underreward Inequity
Comparison
Other
You
Outcomes
Inputs
Overreward
Inequity
Outcomes
Inputs
Underreward
Inequity

28. Correcting Inequity Feelings
Actions to correct inequity
Example
Reduce out 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

29. Equity Sensitivity Benevolents Equity Sensitives Entitleds
Tolerant of being underrewarded
Equity Sensitives
Want ratio to be equal to the comparison other
Entitleds
Prefer receiving proportionately more than others

30. Organizational Justice Components
Distribution
Principles
• Emotions
• Attitudes
• Behaviors
Distributive Justice
Perceptions
Structural
Rules
Procedural Justice
Perceptions
Social
Rules

31. Procedural Justice Structural Rules
Voice
Consistent
Bias-Free
Listens to all
Knowledgeable
Appealable

32. Motivation in the Workplace