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Motivation and Motivation and Rewards:Rewards:

AssessmentAssessmentTeam SixTeam Six

Timothy BiasTimothy BiasDebbie KotaniDebbie KotaniMichael RoeMichael Roe

Bryon SchaeferBryon SchaeferLinda Pryce-SheehanLinda Pryce-Sheehan

Ralf SwensonRalf SwensonAndrew WoolseyAndrew Woolsey

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SECTION 1SECTION 1

Theories of MotivationTheories of Motivation

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Theories of MotivationTheories of Motivation Maslow: Maslow: ((Hierarchy of Needs ModelHierarchy of Needs Model- psychological needs vs. social - psychological needs vs. social

needs)needs)

Alderfer: Alderfer: ((Modified Need Hierarchy ModelModified Need Hierarchy Model- existence, relatedness, and - existence, relatedness, and growth needs)growth needs)

Herzberg: Herzberg: ((Two-Factor TheoryTwo-Factor Theory- extrinsic vs. intrinsic motivation)- extrinsic vs. intrinsic motivation)

McClelland: McClelland: ((Acquired Needs TheoryAcquired Needs Theory- achievement, affiliation, and - achievement, affiliation, and

power)power) McGregor: McGregor: ((Theory X and Theory YTheory X and Theory Y- employees are never satisfied vs. - employees are never satisfied vs.

mangers align organizational goals with employee’s interests)mangers align organizational goals with employee’s interests)

Adam: Adam: ((Equity TheoryEquity Theory- employees will become de-motivated if their - employees will become de-motivated if their perceived input is greater than the output from theperceived input is greater than the output from the company) company)

Vroom: Vroom: ((Expectancy TheoryExpectancy Theory- an employee's motivation is based on - an employee's motivation is based on individuals factors such as personality, skills, knowledge, experience and individuals factors such as personality, skills, knowledge, experience and abilities) abilities)

Skinner: Skinner: ((Reinforcement ProcessReinforcement Process- consequences influence behavior)- consequences influence behavior)

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SECTION IISECTION II

Assessment Tools For Motivation & Assessment Tools For Motivation & RewardsRewards

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How Do You Assess Motivation in Workplace?Objective Observation: identify the nature of the

situation and select leadership styles and motivational factors that are appropriate in the sense that they fit the situation (Stacey, 2007).

Pay Attention to Factors Effecting Environment: In order to prevent adverse effects of groups on individuals, leaders need to pay attention to factors that effect the environment of the group, its composition in terms of members and their sensitivity to group dynamics (Stacey, 2007).

Gather Data: use various instrument assessment tools to evaluate what motivates employees.

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Motivational Assessment Tool Websites:Motivational Assessment Tool Websites:  1) ACCEL TEAM: Employee motivation, The Organizational 1) ACCEL TEAM: Employee motivation, The Organizational Environment, and Productivity (Environment, and Productivity (http://www.http://www.accelaccel-team.com/motivation/index.html-team.com/motivation/index.html) )   2) What’s Your Motivation Style Assessment: (2) What’s Your Motivation Style Assessment: (http://http://agelesslearneragelesslearner.com/assess/.com/assess/motivationstylemotivationstyle.html.html))  3) Motivation In Instructional Design: (3) Motivation In Instructional Design: (http://www.http://www.ericdigestsericdigests.org/1998-1/motivation..org/1998-1/motivation.htmhtm))  4) Motivational Assessment Tool: (4) Motivational Assessment Tool: (http://www.http://www.udeludel..eduedu//cdscds//pbspbs/downloads//downloads/pbspbs__motivationassessmotivationassess.doc.doc.) .)

5) The Leadership Motivation Assessment: (5) The Leadership Motivation Assessment: (http://www.http://www.mindtoolsmindtools

.com/pages/article/.com/pages/article/newLDRnewLDR_01._01.htmhtm

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SECTION IIISECTION III

Frames for Application of Rewards & Frames for Application of Rewards & MotivationMotivation

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Effective

Orientation Organization OpenData Flow

ProblemSolving

Dependency

Conflict

Cohesion

Interdependence

(Group Development Matrix, Jones & Bearley, 1986, 1999)

Copyright 1986, 2000 J. E. Jones and, W. L. Bearley

Sharing

Immature

Fractio

nated

Effective

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1010

process

task

relationships

self

Group Development Matrix:

Building on Skills and Competencies