1. Motivation and payment systems Dr Joan Harvey Dr George Erdos

2. Motivation ZComplex area- many theories ZStudied since early 1900s ZLargely based on American and Western European theorists ZTaylor and scientific management was the first ZThen Hawthorne studies ZMaslow ZHerzberg, McGregor ZLater theories include goal theory, equity theory, expectancy theories

3. Motivation theories ZIntrinsic theories: Maslow ZPhysiological- housing, clothing, food and drink ZSafety and security- job security, burglar alarms, safety features on products ZSocial, love and belongingness- friendships and social support at work, team sports ZSelf esteem- feeling of worth or importance- recognition, promotion, luxury goods ZSelf actualisation- doing what you really want to do at work, education, skills development, ‘experience goods’

4. Motivators: which is most important to you? [based on Herzberg] Hygiene factors ZInteresting work ZRecognition ZStimulus to develop ZResponsibility ZAchievement ZPromotion/advancement Motivation factors ZGood management style ZPay ZCompany policy ZWorking conditions ZWork colleagues ZJob security

5. Motivation theories ZMurray’s inventory of social needs ZIncluding superiority, achievement, play, succourance, nurturance etc. ZArousal theory ZFailure to arouse will have little effect on performance ZPriming to create arousal ZTheory X and theory Y and theory Z ZX and Y relevant insofar as make statements which you can apply at work; ZZ is Japanese style of management

6. Incentive and reinforcement theories ZStudies of role of money ZInstrumentality ZIndicative of status ZProvides some independence and autonomy ZPrinciples of incentive theories ZPerceives reward to be worth the effort ZWants that reward ZPerceives that action will lead to that reward

7. Utility and related theories ZBased on nature of utility, usually a product of value and probability, of both success and loss; e.g. more reward not seen to happen for working hard Z money, social, psychological, appearance, injury ZNeed for achievement ZnAch and fear of failure ZNeed for affiliation ZNeed for power ZEquity theory ZMotivational calculus and expectancy theory

8. Modern intrinsic theories ZCognitive evaluation theory ZCuriosity, incongruity and discrepancy ZCompetence, mastery, efficacy and challenge ZPersonal control over environment and self-determination

9. Other motivational issues ZUnconscious motivation ZWork behaviours or products as substitutes and fulfillments ZReinforces needs that one is unaware of ZSemiotics and the meaning of NVBs, or goods, logos, symbolism and ritual gift giving

10. Motivational mix ZMultiple motives ZApproach and avoidance issues [Lewin] Z Force of inertia Z Strong in 50% of people, opposite to embracing change ZInvolvement ZAntecedents – what happened before ZProperties- feelings and behaviour when involvement aroused ZOutcomes- depend on interaction of antecedents and properties as above ZPreferences for different types of motive: Ze.g. when of equal value to employer, differences in what people prefer: ZPay increase.. or more holidays… or less hours… or more pension…. or health insurance… ??

11. Payment systems are based on: ZHuman asset ZYour skills are worth money, what you can do, not what you actually do ZJob evaluation ZJob tasks rated on dimensions, such as effort, responsibility, working conditions, skills. It is the job that is paid, not how much you do or your skills ZIndividual or group performance ZIncentive systems- direct transactional relationship with individual, indirect and less clear relationship for group ZProfit-based ZE.g. cooperatives; based on shared success ZMeasured work ZE.g. ‘job and finish’, or where minimum daily output is specified ZSalaried ZSliding scale within a grade with experience or age ZPerformance related pay ZOften driven by targets, many of which ignore the OCBs

12. HOWEVER……. ZThese theories are all Western European and especially American in nature ZThere are different motives in other cultures: ZMaslow in totally different order ZHarmony, not letting the team down, quality of work as motivators ZBeing strongly motivated by money may be unacceptable in some cultures ZSome theories, e.g. equity, goal-directed, expectancy, even Hergberg need to be rethought Z Motivation must always be considered in relation to the cultures involved

13. Thank you for listening ZJoan Harvey ZGeorge Erdos