1. Employee Motivation: Foundations and Practices
Courtesy Sarova Panafric Hotel
Employee Motivation: Foundations and Practices
Chapter Five

2. Motivating Staff at Sarova Panafric Hotel
Courtesy Sarova Panafric Hotel
Sarova Panafric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition.
Motivating Staff at Sarova Panafric Hotel

3. Motivation Defined
The forces within a person that affect the direction, intensity, and persistence of voluntary behavior
Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

4. Drives and Needs
Drives (aka-primary needs, fundamental needs, innate motives)
Neural states that energize individuals to correct deficiencies or maintain an internal equilibrium
Prime movers of behavior by activating emotions
Self-concept, social norms, and past experience
Drives
(primary needs)
Needs
Decisions and Behavior

5. Drives and Needs Needs Goal-directed forces that people experience.
Drive-generated emotions directed toward goals
Goals formed by self-concept, social norms, and experience
Self-concept, social norms, and past experience
Drives
(primary needs)
Needs
Decisions and Behavior

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. 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

8. Evaluating Maslow’s Theory
Self-actual-ization
Physiological
Safety
Belongingness
Esteem
Need to
know
Need for beauty
Lack of support for theory
Maslow’s needs aren’t as separate as assumed
People progress to different needs
Needs change more rapidly than Maslow stated

9. What Maslow Contributed to Motivation Theory
More holistic
integrative view of needs
More humanistic
Influence of social dynamics, not just instinct
More positivistic
Pay attention to strengths, not just deficiencies

10. What’s Wrong with Needs Hierarchy Models?
Wrongly assume that everyone has the same needs hierarchy (i.e. universal)
Instead, likely that each person has a unique needs hierarchy
Shaped by our self-concept -- values and social identity

11. Learned Needs Theory Drives are innate (universal)
Needs are amplified or suppressed through self- concept, social norms, and past experience
Therefore, needs can be “learned” (i.e. strengthened or weakened through training)

12. Three Learned Needs Need for achievement Need for affiliation
Values competition against a standard of excellence;
Want reasonably challenging goals
Need for affiliation
Desire to seek approval, conform to others wishes
Avoid conflicts
Need for power
Desire to control one’s environment
Personalized versus socialized power

13. Four-Drive Theory Drive to Acquire Drive to Bond Drive to Learn
• Drive to take/keep objects and
experiences
• Basis of hierarchy and status
Drive to Bond
• Drive to form relationships and
social commitments
• Basis of social identity
Drive to Learn
• Drive to satisfy curiosity and
resolve conflicting information
Drive to Defend
• Need to protect ourselves
• Reactive (not proactive) drive
• 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
Mental skill set uses social norms, personal values, and experience to translate competing 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 Four Drive Theory
Provide a balanced opportunity for employees to fulfill all four drives
employees continually seek fulfillment of drives
avoid having conditions support one drive over others

18. Expectancy Theory of Motivation
Employee Motivation: Foundations and Practices

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

20. Increasing E-to-P-to-O Expectancies
Increasing E-to-P Expectancies
Assuring employees they have competencies
Person-job matching
Provide role clarification and sufficient resources
Behavioral modeling
Increading P-to-O Expectancies
Measure performance accurately
More rewards for good performance
Explain how rewards are linked to performance

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

22. Goal Setting and Feedback
Employee Motivation: Foundations and Practices

23. Effective Goal Setting
The process of motivating employees and clarifying their role perceptions by establishing performance objectives
Effective goals are:
Specific
Relevant
Challenging
Commitment
Participation (sometimes)
Feedback

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

25. Evaluating Goal Setting and Feedback
Goal setting is one of the most respected theories in terms of validity and usefulness
Goal setting/feedback limitations:
Focuses employees on measurable performance
Tied to pay - employees motivated to set easy goals
Goal setting interferes with learning process in new, complex jobs

26. Organizational Justice
Employee Motivation: Foundations and Practices

27. 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

28. Correcting Inequity Feelings
Actions to correct inequity
Example
Reduce our 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. Procedural Justice
Perceived fairness of procedures used to decide the distribution of resources
Higher procedural fairness with:
Voice
Unbiased decision maker
Decision based on all information
Existing policies consistently
Decision maker listened to all sides
Those who complain are treated respectfully
Those who complain are given full explanation

30. Job Design and Empowerment
Employee Motivation: Foundations and Practices

31. Job Design
Assigning tasks to a job, including the interdependency of those tasks with other jobs
Organization's goal -- to create jobs that allow work to be performed efficiently yet employees are motivated and engaged

32. Job Specialization
Dividing work into separate jobs that include a subset of the tasks required to complete the product or service
Scientific management
advocates job specialization
also emphasized person-job matching, training, goal setting, work incentives

33. Evaluating Job Specialization
Advantages
Disadvantages
Less time changing activities
Lower training costs
Job mastered quickly
Better person-job matching
Job boredom
Higher absenteeism/turnover
Lower work quality
Lower motivation

34. Job Characteristics Model
Core Job
Characteristics
Critical
Psychological
States
Outcomes
Skill variety
Task identity
Task significance
Meaningfulness
Work
motivation
Growth
satisfaction
General
effectiveness
Autonomy
Responsibility
Feedback
from job
Knowledge
of results
Individual
differences

35. Job Enrichment
Given more responsibility for scheduling, coordinating, and planning one’s own work
1. Clustering tasks into natural groups
Stitching highly interdependent tasks into one job
e.g., video journalist, assembling entire product
2. Establishing client relationships
Directly responsible for specific clients
Communicate directly with those clients

36. Dimensions of Empowerment
Self-determination
Employees feel they have freedom and discretion
Meaning
Employees believe their work is important
Competence
Employees have feelings of self-efficacy
Impact
Employees feel their actions influence success

37. Supporting Empowerment
Individual factors
Possess required competencies, able to perform the work
Job design factors
Autonomy, task identity, task significance, job feedback
Organizational factors
Resources, learning orientation, trust

38. Employee Motivation: Foundations and Practices
Courtesy Sarova Panafric Hotel
Employee Motivation: Foundations and Practices
Chapter Five