1. Motivation Overview Employee Expectations & Needs Motivation
CHAPTER 8
Motivation
Overview
Employee Expectations & Needs
Motivation
Theories of Motivation
Applying Theory to Reality: Limiting Factors
Building a Positive Work Climate
Focus: The Individual
Motivational Methods
Focus: The Job – Providing an Attractive Job Environment
Focus: The Leader
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

2. Employee Expectations and Needs
CHAPTER 8
Motivation
Employee Expectations and Needs
Experience and Technical Skills
When you become a leader, you will have certain expectations of your employees, and they will have expectations of you:
Employees expect you to be qualified as a leader.
Employees expect you to be technically competent.
You have to prove your right to supervise.
You must know how to perform every job.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

3. The Way You Behave as a Leader
CHAPTER 8
Motivation
The Way You Behave as a Leader
Nearly everyone wants a leader who takes stands and makes decisions, who will stay in charge no matter how difficult the situation is.
Many people expect authority and direction from the boss.
Sometimes you will have an employee who is totally opposed to authority.
Employees want you to be friendly, but they expect you to maintain an objective, work-oriented relationship with each person.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

4. Communication Between Leader and Employees
CHAPTER 8
Motivation
Communication Between Leader and Employees
Your workers expect several things from you in the way of communication:
First, they expect information.
The second type of communication that people want from the boss is feedback on their performance.
A third form of communication that employees expect from you is to have you listen when they tell you something.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

5. Unwritten Rules and Customs
CHAPTER 8
Motivation
Unwritten Rules and Customs
Work customs become established over years and entwined in the culture
Content of the job as the person sees it
People expect the leader to observe what associates believe their job to be
Make expectations clear in hiring
Must always be aware of how people perceive things
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

6. Person-to-Person Relationships
CHAPTER 8
Motivation
Person-to-Person Relationships
Associates expect to be treated as human beings
To your people, you personify the company and in some cases you are the company
Successful leaders develop sensitivity to each person
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

7. Motivation Motivation
CHAPTER 8
Motivation
Motivation
Motivation is what makes people tick: the needs, desires, fear, & aspirations within that makes them behave as they do.
It is the energizer that makes people take action: the why in human behavior.
Motivation comes from within.
You cannot motivate people to do good work, but by getting to know your employees you can activate their own motivations.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

8. Needs, desires, fears, and aspirations lead to motivation.
CHAPTER 8
Motivation
Figure 8.1
Needs, desires, fears, and aspirations lead to motivation.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

9. Motivation What Makes You Work
CHAPTER 8
Motivation
What Makes You Work
Why Work? Suggests that there are five different character types of work:
Expert: Motivated by mastery, control, autonomy.
Helper: Motivating by caring for people.
Defender: Motivated by protection, dignity.
Innovator: Motivated by creating, experimenting.
Self-developer: Motivated by balancing competence, play, knowledge and growth.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

10. Theories of Motivation
CHAPTER 8
Motivation
Theories of Motivation
Motivation Through Fear: uses coercion, threats, & punishment.
Carrot-and-Stick: combines fear with incentives.
Economic Person: Frederic Taylor- money is the only thing that people work for.
Human Relations Theory: if workers are treated as people they will get the job done.
Maslow’s Hierarchy of Needs: human beings, are wanting animals, & they behave in ways that will satisfy their needs & wants (see next slide).
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

11. Maslow’s Hierarchy of Needs.
CHAPTER 8
Motivation
Figure 8.2
Maslow’s Hierarchy of Needs.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

12. Theories of Motivation
CHAPTER 8
Motivation
Theories of Motivation
Theory Y (McGregor):
Revised the typical view of the way people look at work.
Work is ‘‘as natural as play or rest’’ when it is satisfying a need.
People’s needs, especially their ego & self-actualization needs, can be made to operate on the job in harmony with the needs & goals of the organization.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

13. Theories of Motivation
CHAPTER 8
Motivation
Theories of Motivation
Herzberg’s Motivation - Hygiene Theory:
Inadequacies in the job environment create dissatisfaction (dissatisfies), or hygiene/maintenance factors.
Motivators are factors in the job itself provide motivation & satisfaction (recognition, achievement, the work itself, etc.).
The answer to motivating employees, then, lies in the job itself.
If it can be enriched to provide opportunity for achievement & growth, it will not only motivate the worker to perform well but will also tap unused potential & use personnel more effectively.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

14. Herzberg’s Hygiene – Motivation Theory.
CHAPTER 8
Motivation
Figure 8.3
Herzberg’s Hygiene – Motivation Theory.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

15. Theories of Motivation
CHAPTER 8
Motivation
Theories of Motivation
Behavior modification:
Newer method for improving performance.
Bypasses inner motivation & deals instead with behavior change.
Takes off from the behaviorist’s theory that all behavior is a function of its consequences; people behave as they do because of positive or negative consequences to them.
If the consequences are positive, they will tend to repeat the behavior; if they are negative, they will tend not to.
If you want to improve performance, then, you will give positive reinforcement (attention, praise) whenever people do things right.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

16. Reinforcement and Expectancy Theory
CHAPTER 8
Motivation
Reinforcement and Expectancy Theory
Praises & rewards employees good behavior, undesired behavior is not reinforced.
Supervisors can modify behavior by giving appropriate praise & rewards.
Positive reinforcement should be given right after the behavior occurs.
Negative reinforcement is the withholding of praise & rewards for inferior performance.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

17. Applying Theory to Reality: Limiting Factors
CHAPTER 8
Motivation
Applying Theory to Reality: Limiting Factors
Nature of many jobs: dull, unchallenging, & boring.
Company policy, administration, & management philosophy.
You must be in harmony with the companies goals, & meet with rules & regulations.
Extent of your responsibility, authority, & resources.
Kinds of people that work for you (I am only working here until…).
Time.
Constant pressures.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

18. Building a Positive Work Climate
CHAPTER 8
Motivation
Building a Positive Work Climate
Morale: a group spirit with respect to getting the job done.
Morale is made up of individual attitudes toward the work that pass quickly from one person to another until everyone in the group shares the mood.
High morale is the best thing that can happen in a enterprise.
To build a positive work climate focus on: the individual, the job & the supervisor.
Purpose = Motivation
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

19. Twenty ways to building a positive work climate.
CHAPTER 8
Motivation
Figure 8.4
Twenty ways to building a positive work climate.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

20. Motivation Motivational Methods Empower the workers.
CHAPTER 8
Motivation
Motivational Methods
Empower the workers.
Share vital information.
Work objectively with everyone.
Be a decisive boss.
Show appreciation to people’s good deeds as soon as it becomes apparent.
Maintain a two-way, personal, and eye-to-eye communication with everyone on a regular basis.
Be polite.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

21. Motivation Motivational Methods Get to know your people.
CHAPTER 8
Motivation
Motivational Methods
Get to know your people.
Leading energy
Deal with security needs: inform, train, structure the work, support, give positive reinforcement, evaluate, praise, build confidence.
Deal with social needs: satisfy the need for acceptance- make people feel comfortable, coach them, encourage them, get them on your side.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

22. Rewarding Your Employees
CHAPTER 8
Motivation
Rewarding Your Employees
Give recognition in a positive manner.
The entire system of rewards, both monetary & otherwise, must be worked out with care, not only for getting the maximum motivation but also for fairness in the eyes of the employees.
The performance required to achieve the reward must be spelled out carefully, & the goal must be within reach of everyone.
People must know ahead of time what the rewards are & must perceive them as fair or they will cause more dissatisfaction than motivation.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

23. Developing Your Employees
CHAPTER 8
Motivation
Developing Your Employees
Develop them through training, feedback, encouragement, support, positive reinforcement, & involving them.
Concrete recognition of improvement can add to the pride of achievement.
Continue to develop yourself.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

24. Developing Your Employees
CHAPTER 8
Motivation
Developing Your Employees
The following are guidelines for empowering your employees:
Give employees your trust and respect.
Determine exactly what you want employees to be empowered to do.
Train employees in those new areas.
Allow employees to make mistakes without being criticized or punished.
Reward empowered employees who take risks, make good decisions, and take ownership.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

25. Motivation Focus: The Job
CHAPTER 8
Motivation
Focus: The Job
Provide an attractive, safe, & secure job environment.
Put the right person in the right job.
Make the job interesting & challenging.
Delegate.
Rearrange work to add responsibility, challenges, etc.
Increased responsibility, participation, & pride of achievement generate high commitment as well as better ways of doing the work.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

26. Job Loading & Job Enrichment
CHAPTER 8
Motivation
Job Loading & Job Enrichment
Job Enrichment: shifting the way things are done to provide more responsibility for one’s work & more opportunity for achievement & recognition.
Job Loading: Building in job motivators to enrich jobs. This does not mean additional, but similar tasks.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

27. Motivation Focus: The Leader
CHAPTER 8
Motivation
Focus: The Leader
The leader holds the key to a positive work climate.
Employees can be motivated though enthusiasm & expectations.
Set a good example for your workers; they are going to copy what you do.
Be a role model.
Management by example
Keep your best side out at all times.
Establish a climate of honesty.
Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved