1. MOTIVATION

2. OBJECTIVES Understand motivation theory Understand motivation theory Apply motivation theory to actual situations Apply motivation theory to actual situations

3. EXPECTANCY THEORY Expectancy Expectancy –If I put in the effort, will I be able to perform acceptably? Instrumentality Instrumentality –If I perform acceptably, will I get an outcome? Valence Valence –Is the outcome something I desire?

4. HERZBERG Motivators (growth, recognition, responsibility, achievement, etc.) Motivators (growth, recognition, responsibility, achievement, etc.) Hygiene Factors (supervision, salary, work conditions, security, etc.) Hygiene Factors (supervision, salary, work conditions, security, etc.) You can be satisfied and dissatisfied at the same time You can be satisfied and dissatisfied at the same time No Satisfaction  Satisfaction Dissatisfied  No Satisfaction

5. INTRINSIC MOTIVATION Psychological States Meaning – innate worthiness of the task; the value or significance of mission/purpose Meaning – innate worthiness of the task; the value or significance of mission/purpose Competence – Confidence in one’s ability to perform. Competence – Confidence in one’s ability to perform. Self-Determination – discretion and autonomy in determining how to do work Self-Determination – discretion and autonomy in determining how to do work Impact – degree to which person can influence strategic, administrative, or other work outcomes; sense of advancement related to one’s purpose Impact – degree to which person can influence strategic, administrative, or other work outcomes; sense of advancement related to one’s purpose

6. STRATEGIES TO INCREASE MEANING Providing a noncynical climate Providing a noncynical climate Clearly identifying passions Clearly identifying passions Providing an exciting vision Providing an exciting vision Ensuring relevant task purposes Ensuring relevant task purposes Providing whole tasks Providing whole tasks

7. STRATEGIES TO INCREASE SELF- DETERMINATION Delegating authority Delegating authority Demonstrating trust in workers Demonstrating trust in workers Providing security and allowing for honest mistakes Providing security and allowing for honest mistakes Providing a clear purpose Providing a clear purpose Providing information Providing information

8. STRATEGIES TO INCREASE COMPETENCE Getting the knowledge you need Getting the knowledge you need Getting the positive feedback you need and listening Getting the positive feedback you need and listening Recognizing your own skills Recognizing your own skills Managing challenge in your own work Managing challenge in your own work Setting high, noncomparative standards Setting high, noncomparative standards

9. STRATEGIES TO INCREASE IMPACT Building collaborative relations Building collaborative relations Developing your own milestones Developing your own milestones Taking the time to celebrate successes Taking the time to celebrate successes Making contact with customers Making contact with customers Measuring improvements and tracking intrinsic motivation Measuring improvements and tracking intrinsic motivation

10. EXTRINSIC REWARDS Economic Incentives Economic Incentives Symbols of Prestige or Status Symbols of Prestige or Status Job Content/Recognition Job Content/Recognition

11. CHARACTERISTICS OF BEST PLACES TO WORK Pay/Benefits – near or at top of industry Pay/Benefits – near or at top of industry Opportunities – education, training, opportunities to grow and develop skills Opportunities – education, training, opportunities to grow and develop skills Job Security – no layoffs Job Security – no layoffs Pride in Work/Company – feel connection with product/service. Pride in accomplishments Pride in Work/Company – feel connection with product/service. Pride in accomplishments Openness/Fairness – senior leaders accessible, two-way communication, employees informed Openness/Fairness – senior leaders accessible, two-way communication, employees informed Camaraderie/Friendliness – part of family or team, enjoy working for company, fun. Camaraderie/Friendliness – part of family or team, enjoy working for company, fun.

12. PUNISHED BY REWARDS (Alfie Kohn) Rewards control behavior through seduction. They are a way for people in power to manipulate those with less power Rewards control behavior through seduction. They are a way for people in power to manipulate those with less power Rewards ruin relationships Rewards ruin relationships Rewards reduce risk taking, creativity, and innovation. Rewards reduce risk taking, creativity, and innovation. Rewards ignore reasons. For example, salesman may be blamed although bad packaging or pricing may be the real reason for low sales Rewards ignore reasons. For example, salesman may be blamed although bad packaging or pricing may be the real reason for low sales