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, corporate restructuring that alter the employment relationship.
Potentially undermines trust and commitment
Flatter organizations
Fewer supervisors to monitor performance. Employers need to search for more contemporary ways to motivate staff.
Changing workforce
Gen-X/Gen-Y bring different expectations to the workplace

4. MOTIVATION THEORY CONTENT THEORY PROCESS THEORY A) MASLOW’S THEORY
B) ALDEFER’S ERG THEORY
C) MCCLELLAND’S THEORY
PROCESS THEORY
A) GOAL SETTING THEORY
B) EQUITY THEORY
C) EXPECTANCY THEORY

5. 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 (kepuasan) is just as important as need deprivation (pelupusan)

6. 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

7. Psychological – the need for food, air, water, shelter
Psychological – the need for food, air, water, shelter. Safety - the need for s secure and stable environment and the absence of pain, threat or illness. Belongingness/love – the need for love, affection and interaction with other people. Esteem – the need for self-esteem through personal achievement as well as social esteem through recognition and respect from others Self-actualization – the need for self-fulfillment, realization of one’s potential.

8. 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

9. 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

10. Limitation of Maslow Theory…
Has been dismissed by motivation expert because the theory is not base on research
The empirical study have concluded that people do not progress through the theory as the theory predict. Ex: some people strive more self-esteem before their belongingness needs have been satisfied
A person’s need change daily or weekly not every few years.

11. ERG Theory Reorganizes the Maslow theory into three:
E – Existence, R-Relatedness, G-Growth
ERG theory describe how people regress down the hierarchy when they fail to fulfill higher needs

12. Learned Needs Theory by McClelland
Some needs can be learned
Need for achievement (nAch)
Desire for challenging and somewhat risky goals, feedback, recognition
Need for affiliation (nAff)
Desire to seek approval, conform, and avoid conflict
Try to project a favorable self-image
Need for power (nPow)
Desire to control one’s environment
Personalized – concerned about maintain position versus socialized power – power as a mean to help others

13. Four-Drive Theory Drive to Acquire Drive to Bond Drive to Learn
• Drive to seek, take, control and retain object and personal experience.
• Basis of hierarchy and status
Drive to Bond
• Drive to form social relationships and
developed mutual caring 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 from relationship, acquisitions or belief system
• Basis of fight or flight

14. 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

15. 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

16. 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

17. 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

18. Expectancy Theory of Motivation
The motivation theory based on the idea that work effort is directed toward behavior that people believe will lead to desired outcomes
Through experience, we develop expectation whether can achieve levels of performance
Develop expectation whether job performance lead to a particular outcomes
Direct our effort toward outcomes that help fulfill needs

19. 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 -

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

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

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

23. Goal Setting Theory
Process of motivating employees and clarifying their role perception by establish performance objective

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

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

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

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

28. 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

29. 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

30. Equity Theory
A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources.
Employees determine feelings of equity by comparing their own outcome/input ratio to outcome/input ratio of some other person

31. 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

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

33. 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

34. 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

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

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

37. Motivation in the Workplace

38. Discussion Group… Group 1 – October 2010
Describe Radzi’s personality based on the Big Five personality dimension.
Discuss Radzi’s motivational needs using McCllelland’s acquired theory or Learned Needs theory.
Discuss the behavior modification model and elaborate on how it can affect Radzi’s motivation and performance level.
Explain self-fulfilling prophecy and illustrate how this process is applied in Radzi’s situation.

39. Group 2 – October 2008
Salmah is definitely not satisfied with the decision of her boss. Discuss the effects on her motivation level with reference to the equity theory of work motivation.
With reference to the case, salmah may have made wrong perception towards her boss’s decision. Discuss the possible options that Salmah could take in order to provide her with a more accurate perception.
With reference to EVLN Model, describe the behavior of Salmah Ali who is dissatisfied with ABS Corp.

40. Group 3 – October 2007
Discuss John’s personality using the Big Five Model of Personality.
Describe John’s behavior from the aspect of locus of control and relate his locus of control to his work values.

41. Group 4 – October 2006
1. Explain how Lynda’s and Michael’s situations relate to the equity theory of motivation. 2. Differentiate Lynda’s personality from Michael’s personality from the aspect of their locus of control and self-monitoring. 3. Mark clearly adopted the negative reinforcement method when introducing the new sales performance management system for his salespeople. Explain his action.