1. McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. 5 5 Motivation in the Workplace

2. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-2 Motivation Motivation refers to the forces within a person that affect the direction, intensity, and persistence of voluntary behavior. Motivated employees are willing to exert a particular level of effort (intensity) for a certain amount of time (persistence) toward a particular goal (direction).

3. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-3 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. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-4 Needs, Drives, and Employee Motivation Needs –Deficiencies that energize or trigger behaviors to satisfy those needs. Drives –Instinctive or innate tendencies to seek certain goals or maintain internal stability.

5. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-5 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 is just as important as need deprivation

6. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-6 Self- actual- ization Physiological Safety Belongingness Esteem Seven categories capture most needs Five categories placed in a hierarchy Need to know Need for beauty Maslow’s Needs Hierarchy Theory

7. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-7 Deficiencies… Esteem Needs Recognition (external motivator), Attention (external motivator), Social Status (external motivator), Accomplishment (internal motivator), Self-respect (internal motivator) Social Needs Friendship, Belonging to a group, Giving and receiving love Safety Needs Living in a safe area, Medical insurance, Job security, Financial reserves Physiological Needs Air, Water, Food, Sleep

8. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-8 Maslow’s Needs Hierarchy Theory –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 Self- actual- ization Physiological Safety Belongingness Esteem Need to know Need for beauty

9. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-9 Characteristics of Self-Actualized People Acceptance and Realism: have realistic perceptions of themselves, others and the world around them. Problem-centering: are concerned with solving problems outside of themselves, including helping others and finding solutions to problems in the external world. Spontaneity: are spontaneous in their internal thoughts and outward behavior. While they can conform to rules and social expectations, they also tend to be open and unconventional. Autonomy and Solitude: have the need for independence and privacy. Continued Freshness of Appreciation: tend to view the world with a continual sense of appreciation, wonder and awe. Peak Experiences: have what Maslow termed peak experiences, or moments of intense joy, wonder, awe and ecstasy.

10. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-10 Evaluating Maslow’s Theory –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 Self- actual- ization Physiological Safety Belongingness Esteem Need to know Need for beauty

11. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-11 Four-Drive Theory Drive to Bond Drive to Learn Need to form relationships and social commitments Basis of social identity 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 Drive to Acquire Need to take/keep objects and experiences Basis of hierarchy and status

12. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-12 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

13. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-13 How Four Drives Affect Needs 1.Four drives determine which emotions are automatically tagged to incoming information 2.Drives generate independent and often competing emotions that demand our attention 3.Social skill set determines how to translate drives into needs and effort

14. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-14 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

15. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-15 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

16. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-16 E-to-P Expectancy P-to-O Expectancy Outcomes & Valences Outcome 1 + or - EffortPerformance Outcome 3 + or - Outcome 2 + or - Expectancy Theory of Motivation

17. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-17 Increasing E-to-P Expectancy Train employees Select people with required competencies Provide role clarification Provide sufficient resources Provide coaching and feedback

18. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-18 Increasing P-to-O Expectancy Measure performance accurately Describe outcomes of good and poor performance Explain how rewards are linked to past performance

19. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-19 Increasing Outcome Valences Ensure that rewards are valued Individualize rewards Minimize countervalent outcomes

20. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-20 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

21. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-21 Specific Relevant Challenging TaskEffort TaskPerformance Feedback Participation Commitment Effective Goal Setting

22. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-22 Goal Difficulty and Performance High Task Performance LowModerateChallengingImpossible Area of Optimal Goal Difficulty Goal Difficulty

23. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-23 Characteristics of Effective Feedback Effective Feedback Specific Relevant Timely Credible Sufficientlyfrequent

24. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-24 Multisource (360-degree) Feedback Evaluated Employee Co-worker Customer Subordinate Projectleader Supervisor Co-worker Subordinate Subordinate

25. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-25 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

26. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 5-26 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

27. McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. 5 5 Motivation in the Workplace