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Motivation and Rewards:Chasing the Carrot

Team Six

Timothy BiasDebbie KotaniMichael Roe

Bryon SchaeferLinda Pryce-Sheehan

Ralf SwensonAndrew Woolsey

Motivation is a fire from within. If someone else tries to light that fire under you,

chances are it will burn very briefly. (Stephen R. Covey)

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Understanding Motivation

Why do some people work hard - probably far harder than they need?

Why do some people not work as hard as they reasonably could when they are at work?

Why are they working below optimum effectiveness? Why don’t they put in more effort?

Managers have the task of influencing people to apply

their efforts to attaining organizational goals.

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The degree to which an individual wants and chooses to engage in certain specified behavior. Refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a course of action.

Direction - What is done to release the energy and commitment in others.Intensity - The energy and commitment a person dedicates to a task.Persistence - a product of motivation, ability and environment (Mullins: 1996,480)

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Workplace Motivators

I. Extrinsic Motivation:The desire or push to perform a certain behavior based on the potential external rewards that may be received as a result.

Economic rewardsPay, fringe benefits, pension rights,

material goods and security

This is an ‘instrumental’ orientation to work and concerned with ‘other things’

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Workplace Motivators

II. Intrinsic Motivation: The motivation or desire to do something based on the enjoyment of the behavior itself rather than relying on or requiring external reinforcement.

Derived from the nature of the work itself Interest in the job Personal growth and development

This is a “personal” orientation to work and concerned with ‘oneself’

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Workplace MotivatorsIII. Social relationships

Friendships/informal groups Group working Desire for affiliation, status and

independence – a ‘relational’ orientation to work and concerned with ‘other people’

A person’s motivation, job satisfaction and work performance will be determined by the comparative strength of these sets of needs and expectations and the extent to which they are fulfilled.

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A Simple Model of Motivation

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The Five R’s Of Motivation:#1, Responsibility Typical job descriptions look like extensive to-do

lists “….other duties as assigned….”“Do whatever I tell you.”Today’s workforce is much more interested in flexibility to add value.

Make sure jobs are properly profiled for employees and describe outcomes relevant to the unit’s work.

Eliminate tasks and activities that are unessential to your primary mission.

Talk to employees regularly about ways to increase alignment between what they do and where the unit is headed.

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The Five R’s of Motivation:#2, Relationships Motivation is an inside job – something in each

individual that is unleashed under the right circumstances.

Effective managers can create these circumstances by building relationships and creating supportive environments.

Coaching, teaching, supporting and guiding all are strategies for producing the right outcomes.

Be authentic, honest and ethical. Building trust is essential to helping employees be motivated to take risks and perform to their highest levels.

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The Five R’s Of Motivation:#3, Respect In a respectful environment, employees are

valued and respected for the intellectual capital they contribute.

Performance management and review systems are aimed at building confidence and competence.

Feelings, ideas and actions are valued and attended to.

Build on the concept of teamwork – respecting differences, solving problems collaboratively, and supporting one another.

Avoid negative energy, such as gossiping or harassing.

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The Five R’s of Motivation:#4, Recognition For many employees, recognition is not so

much about getting credit as it is about being appreciated.

Focus on creating intrinsic rewards and extrinsic rewards.

Special assignments can be an effective form of recognition, but it can't just be more work. Offer more challenging work or work that utilizes the employee's strengths.

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The Five R’s of Motivation:#5,Rewards

To provide optimum return on investment, rewards must be an integral part of an overall recognition and reward strategy linking business goals and objectives with the other 4 R’s.

Effective rewards need to be linked to the individual's goals and preferences. "One size fits all" doesn't work for rewards.

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Theoretical Foundations of Motivation

Content Theories – Content theories are centered on finding what makes people tick or appeals to them. These theories suggest that people have certain needs and/or desires which have been internalized as they mature to adulthood. These theories look at what it is about certain people that make them want the things that they do and what things in their environment will make them do or not do certain things.

Process theories focus on how and by what goals people are motivated. Process theories of motivation look at what people are thinking about when they decide whether or not to put effort into a particular activity.

Reinforcement Theories- focus on employee learning of desired work behaviors.

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Content Theories of Motivation

Content theories assume that people strive to satisfy a range of deep-rooted needs – this is what is said to energize behavior.

Maslow’s: Hierarchy of Needs Model

Alderfer’s Modified Need Hierarchy Model

Herzberg’s Two-Factor Theory

McClelland’s Acquired Needs Theory

McGregor’s Theory X and Theory Y

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Diagram of ERG Theory

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McClelland’s Acquired Needs Theory Need for Achievement- desire to accomplish

something difficult, master complex tasks, and surpass others

Need for Affiliation- desire to form close personal relationships, avoid conflict and establish warm friendships

Need for Power- desire to influence or control others

McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by these drives.

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McClelland’s Acquired Needs Theory

Basically people for a high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions.

In the affiliation category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation.

People in the achievement area are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see at least some chances of success.

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Model of Theory X and Theory Y

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Process Theories of Motivation

Process Theories- a group of theories that explain how employees select behaviors with which to meet their needs and determine whether their choices were successful. (Concerns the thought processes that influence behavior).

Adam’s Equity Theory Vroom’s Expectancy Theory

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Equity Theory

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Framing Motivation Content Theory: Focus on Human

Needs (Maslow, Alderfer, Herzberg, McClelland, McGregor)

Process Theory: Focus on the thought or cognitive process that influences behavior (Adam, Vroom)

Reinforcement Theory: Focus on learning work behaviors (Skinner)

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Sample Application for Framing Motivation At X Middle School, the teacher attrition rate

has increased dramatically. Over a two year period 20 of 30 teachers have either left or requested to leave the school. Staff surveys from last year have noted the principal’s authoritarian style. The principal wants you to do some action research to help understand the situation.

Question: How could you initially frame this situation using the theory area of motivation and rewards?

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Framing Organizations Through Theory:Connecting Theory to Practice

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What Motivation & Rewards Mean for Management?

The application of motivation theories can help managers to create work situations and employee recognition systems that help workers fulfill their needs. As Maslow wrote, "man has a higher nature…and…this higher nature includes the needs for meaningful work, for responsibility, for creativeness, for being fair and just, for doing what is worthwhile and for preferring to do it well".

Some aspects of all jobs may be routine or mundane, but other aspects can be developed to promote job satisfaction and increased productivity.

The sharing of responsibility can provide opportunities for growth, renewal, and achievement. This empowerment of workers can heighten employee motivation and improve morale.

Both long-term and short-term incentive programs are needed for the employee commitment and effectiveness necessary to achieve organizational objectives. And in all instances, workers must be treated fairly and equitably.

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References Bernard, L. C., Mills, M. E., Swenson, L., & Walsh, R. P. (2005). An evolutionary

theory of human motivation. Genetic, Social, and General Psychology Monographs, 131, 129-184.

Bruce, Anne, and Pepitone, James S. (1999) Motivating Employees. New York: McGraw-Hill.

Daft, Richard L. (1997). Management, 4th ed. Orlando, Fl.: Harcourt Brace. Geary, D.C. (2005). The motivation to control and the origin of mind: Exploring the

life-mind joint point in the tree of knowledge. Journal of Clinical Psychology, 61, 21-46.

Maslow, Abraham H. (1998). Toward a Psychology of Being, 3d ed. New York: Wiley. McClelland, David. (1985). Human Motivation. Cambridge: Cambridge University

Press. McCoy, Thomas J. (1992). Compensation and Motivation: Maximizing Employee

Performance with Behavior-Based Incentive Plans. New York: AMACOM, a division of American Management Association.

Petri, Herbert L. (1996). Motivation: Theory, Research, and Applications, 4th ed. Pacific Grove, CA: Brooks/Cole.

Quick, Thomas L. (1985). The Manager's Motivation Desk Book. New York: Wiley. Stacey, Ralph D. Strategic Management and Organizational Dynamics (Humanistic

Psychology, 62-63).