Bachelor of Commerce Programme Organizational Behaviourdmcodyssey.org/wp-content/uploads/2014/02/2.-Motivation-Concepts-and-Applications-.pdflevels of motivation will be determined

The Da Vinci Institute for Technology Management (Pty) LtdRegistered with the Department of Education as a private higher education institution under the Higher Education Act, 1997. Registration No. 2004/

HE07/003

Bachelor of Commerce Programme

Organizational BehaviourDr Jan P Bosman, Ph.D

The material within this document is the intellectual property of The Da Vinci Institute for Technology Management (Pty) Ltd and DMC Process Management (Pty) Ltd. Dissemination of this material to a third party or use of this material within your organisa-tion, outside of the scope of this proposal, will constitute a violation of the intellectual property rights of The Da Vinci Institute for Technology Management (Pty) Ltd and DMC Process Management (Pty) Ltd.

© 2014

THE DA VINCI INSTITUTE

The Da Vinci Institute for Technology Management (Pty) LtdRegistered with the Department of Education as a private higher education institution

under the Higher Education Act, 1997. Registration No. 2004/HE07/003


BACHELOR

OF COMMERCE

NQF LEVEL 6

ORGANISATIONAL

BEHAVIOUR

MOTIVATIONAL CONCEPTS

AND APPLICATION

Table of Content

Section Theme Topic Page

I Introduction Organisational Behaviour : Setting the Scene

2 Individual Managing a Diverse Workplace

3 Attitudes and Job Satisfaction

4 Personality and Values

5 Emotions and Moods

6 Perception and Biases and the influence on Individual Decision Mak-ing

7 Motivation Concepts and Applications

8 Group Foundations of Group Behaviour and Understanding Work Teams

9 Communication, Conflict and Negotiation

10 Leadership, Power and Politics

11 Organisation Organisational Culture and Structure

12 Organisational Change and Stress Management

DMC PROCESS DESIGN

4 | MANAGERIAL LEADERSHIP ODYSSEY | THE DA VINCI INSTITUTE

Navigational iCons

Reading

You will be provided with a series of na-tional and international articles and litera-

ture to read that will help you broaden the subject at hand. All articles can be found in the Module Libraries.

Self-Reflection

Research

As you work through the module you will be required to do your own research.

Take Note

A useful tip or essential element regard-ing the concept under discussion.

Activity

You will be given a number of activities to complete to prepare you for your post-

module assignment. These need to be submitted as they will count towards your final mark.

Post Module Assignment (PMA)

Ratiocination

Ratiocination is the logic reasoning that considers all alternatives and possible im-

pacts that may result from a decision or a possibility.

Submission Date

Group Work

You will be required to do group work both in the class room and as syndicate study

groups.

Learning Outcomes

Group Discussion

Talking to others while you learn will often illuminate a topic for you.

My Notes


THE DA VINCI INSTITUTE | MANAGERIAL LEADERSHIP ODYSSEY | 5

Creating opportunities to succeed

“To be what we are, and to become what we are capable of becoming, is the only end in life.”

I can’t tell you how many times I have restarted this chapter. Motivation is a something we do quite often in our daily interaction with people. Whether it is at home, trying to encourage our children to do better at school, or whether at work, trying to move our employees to in-crease productivity and meet up with organisational goals and expectations. In this process of trying to bring it all together so that it will make sense on paper, I actually realised again how important the psychology of motivation is. Further re-affirming what has been said so many times before that we will not be able to really have great influence or impact on em-ployees and to lead transformation if the process does not start with ourselves.

Before a supervisor is able to influence the motivational levels of employees, the supervisor has to:

not only understand the basic psychology of motivation, but also visit and revisit his/her own personal beliefs and attitude regarding the importance of his/her role as supervisor in ensuring a motivating environment, taking into account (responsibility) that his/her own attitude (remember, past experiences which influenced/shaped your attitude) will determine the level of influence he/she will have on motivational levels.

You must also understand that we all have a past history which influences the way we do things. This contributes to the uniqueness (authenticity...) of each employee and therefore is confirmation that each one is motivated by different things.

To be an effective motivator you need to understand each employee. Be CONNECTED! And let us not forget that you need to be motivated yourself! Remember, the modern supervisor models the way! Also remember:

The mood of managers/supervisors has public consequences.

In order to highlight and explain the above, please allow me to take us back to the beginning. Back to the psychology of motivation; trying to understand what really drives or moves peo-ple to excel. What really moves you? What motivates you to get up every morning and do whatever you need to do?

DMC PROCESS DESIGN


What does this matter to you as supervisor?

All people are born motivated and with a natural drive to succeed. We are also born with the intrinsic need to be recognised and empowered to succeed. Sustaining these natural high levels of motivation will be determined by how our real experiences will shape our percep-tion and definitions given to success and the ability to achieve that which is needed to suc-ceed. And also how the experience of success brings meaning to our lives.

Meaning as defined by a feeling of “having value” and “to make a difference”. A fear driven by a basic need to succeed and to make a difference by adding value. Succeed in finding the answers to the questions: Why are we here and what is my purpose in life?

“Finding my purpose” is a journey we all embark on the second we see first light. The suc-cess criteria to this “Finding my purpose” seems to be an answers questions around finding one’s purpose in life ...

Indicators of motivational issues

Here are a few indicators of employees who are motivated and those who are not:

Motivated Demotivated

Have a positive attitude High absenteeism

Meet work targets and more Average or below work output

Are reliable in attendance Average or below quality standards

Take pride in their work Just going through the motions

Produce good quality work Theft

Maintain good relation with colleagues Trying to “beat the system”

Maintain good relationship with supervisor Other:

Other:

Other:



Motivational theories

Maslow’s hierarchy of needs:

Hertzberg’s theory of satisfiers and dissatisfiers:

Adams’s equity theory:

The importance of measuring motivation

One reason why employees are generally operating at the unproductive bottom of the moti-vation curve (according to Hiam, 1999) is that we don’t bother to measure motivation. “Consider this: How many businesses keep track of/trace revenues? How many keep track of motivation? And yet we know that motivation drives revenues and profits, so it seems as if

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we are failing to track an absolutely vital measurement.”

To manage one’s own, and the motivation of others, we need to measure motivation. “Don’t ask me why we traditionally fail to follow this obvious rule that you don’t get results until you measure them when it comes to employee motivation. The closest most organisations come to measuring motivation is to do the occasional employee satisfaction survey. This is all well and good. And, in fact, satisfaction often reflects motivation levels along with a lot of other things. But satisfaction is not motivation.” Because we know many people can be sat-isfied with doing nothing! So measuring job satisfaction does not tell us everything we need to know about motivation levels.

The job motivational level inventory (JML)

You will notice that you have two versions of the Job Motivational Level (JML) Inventory.

๏ version for managers

๏ version for employees

First you can use the employee’s version if you want to see how you are doing yourself. Re-member you can’t expect your reportees to be motivated if you are hitting lows. So, please take some time to fill out the JML (employee’s version) for a self-assessment. You can use the same version to ask your team to complete in order to assess the team’s motivational levels. When you do, I suggest that you ask them to complete it anonymously in order to get a more accurate reflection of their general motivation. Then calculate all the scores and averages of the seven categories. The categories the JML measures are as follows:

Set Factor Explanation

A Amount How much they work

B Effort How hard they work

C FocusHow involved they are in work (difficult to distract; experiencing flow)

D Enjoyment How much they enjoy doing their work

E Intention Whether they plan to stay in their current job



Set Factor Explanation

F Overachievement Whether they plan to stay in their current job

G Volunteering Whether they take on extra responsibilities

Employee Version Copyright © 1998 by Alexander Hiam & Associates

A Human Interactions Assessment & Management Product










A Human Interactions Assessment & Management ProductPlease rate you level of disagreement or agreement with each of the statements. Use the fol-lowing scale:Please rate you level of disagreement or agreement with each of the statements. Use the fol-lowing scale:Please rate you level of disagreement or agreement with each of the statements. Use the fol-lowing scale:Please rate you level of disagreement or agreement with each of the statements. Use the fol-lowing scale:Please rate you level of disagreement or agreement with each of the statements. Use the fol-lowing scale:Please rate you level of disagreement or agreement with each of the statements. Use the fol-lowing scale:

1 Very strongly disagreeVery strongly disagree 2 Strongly disagreeStrongly disagree

3 DisagreeDisagree 4 Neither disagree nor agreeNeither disagree nor agree

5 AgreeAgree 6 Strongly agreeStrongly agree

7 Very strongly agreeVery strongly agree

(For example, if you were asked to disagree or agree with the statement, "I am alive," you would probably circle 6 for strongly agree or 7 for very strongly agree.)






StatementsStatementsStatementsStatementsStatementsStatements

Set ASet ASet ASet ASet ASet A

1 2 3 4 5 6 71 2 3 4 5 6 7 I put lots of extra work in to my work.I put lots of extra work in to my work.I put lots of extra work in to my work.I put lots of extra work in to my work.

1 2 3 4 5 6 71 2 3 4 5 6 7 I don’t stop working until I'm satisfied I’ve done everything I can in a day.I don’t stop working until I'm satisfied I’ve done everything I can in a day.I don’t stop working until I'm satisfied I’ve done everything I can in a day.I don’t stop working until I'm satisfied I’ve done everything I can in a day.

1 2 3 4 5 6 71 2 3 4 5 6 7 I don’t take as much time off as I couldI don’t take as much time off as I couldI don’t take as much time off as I couldI don’t take as much time off as I could

1 2 3 4 5 6 71 2 3 4 5 6 7 I rarely miss a day of work.I rarely miss a day of work.I rarely miss a day of work.I rarely miss a day of work.

(Sum of Set A answers = ) (Sum of Set A answers = ) (Sum of Set A answers = ) (Sum of Set A answers = ) (Sum of Set A answers = )

Set B Set B Set B Set B Set B Set B

1 2 3 4 5 6 71 2 3 4 5 6 7 I work harder in this hob than U have in past jobsI work harder in this hob than U have in past jobsI work harder in this hob than U have in past jobsI work harder in this hob than U have in past jobs

1 2 3 4 5 6 71 2 3 4 5 6 7 I work a lot harder than most people do.I work a lot harder than most people do.I work a lot harder than most people do.I work a lot harder than most people do.

1 2 3 4 5 6 71 2 3 4 5 6 7 I put a great deal of energy into my work.I put a great deal of energy into my work.I put a great deal of energy into my work.I put a great deal of energy into my work.

1 2 3 4 5 6 71 2 3 4 5 6 7 I put a great deal of enthusiasm into my work.I put a great deal of enthusiasm into my work.I put a great deal of enthusiasm into my work.I put a great deal of enthusiasm into my work.

1 2 3 4 5 6 71 2 3 4 5 6 7 I choose to work a lot harder than the average person does.I choose to work a lot harder than the average person does.I choose to work a lot harder than the average person does.I choose to work a lot harder than the average person does.

DMC PROCESS DESIGN


(Sum of Set B answers = )(Sum of Set B answers = )(Sum of Set B answers = )(Sum of Set B answers = )(Sum of Set B answers = )

Set C Set C Set C

1 2 3 4 5 6 7 When I’m working, I don’t like to be interrupted.When I’m working, I don’t like to be interrupted.

1 2 3 4 5 6 7 I rarely take breaks.I rarely take breaks.

1 2 3 4 5 6 7 I concentrate very hard on my work.I concentrate very hard on my work.

1 2 3 4 5 6 7 When I’m working, I often lose track of time.When I’m working, I often lose track of time.

1 2 3 4 5 6 7 When I’m working, I tend to forget about everything else.When I’m working, I tend to forget about everything else.

(Sum of Set C answers = ) (Sum of Set C answers = )

Set D Set D Set D

1 2 3 4 5 6 7 For me, work is its own reward.For me, work is its own reward.

1 2 3 4 5 6 7 I really enjoy the work I'm done right now.I really enjoy the work I'm done right now.

(Sum of Set D answers = ) (Sum of Set D answers = )

Set E Set E Set E

1 2 3 4 5 6 7 I’m happy with my current job.I’m happy with my current job.

1 2 3 4 5 6 7 I can’t imagine doing anything else right now.I can’t imagine doing anything else right now.

1 2 3 4 5 6 7 I’m not looking for other hobs.I’m not looking for other hobs.

(Sum of Set E answers = ) (Sum of Set E answers = )

Set F Set F Set F

1 2 3 4 5 6 7 I am performing at a very high level right now.I am performing at a very high level right now.

1 2 3 4 5 6 7 I am doing better work right now than I’ve ever don’t before.I am doing better work right now than I’ve ever don’t before.

1 2 3 4 5 6 7 I am performing better than I thought I was capable of.I am performing better than I thought I was capable of.

1 2 3 4 5 6 7 I do exceptionally good work.I do exceptionally good work.

(Sum of Set F answers = ) (Sum of Set F answers = )

Set GSet GSet G



1 2 3 4 5 6 7 I often do something extra to help out at work.I often do something extra to help out at work.

1 2 3 4 5 6 7 I often volunteer to take care of something that I see needs doing.I often volunteer to take care of something that I see needs doing.

1 2 3 4 5 6 7I like to put in that extra effort that makes the difference between mediocrity and excellence.I like to put in that extra effort that makes the difference between mediocrity and excellence.

1 2 3 4 5 6 7I do whatever I have to in order to complete my work personal stan-dards of excellence.I do whatever I have to in order to complete my work personal stan-dards of excellence.

1 2 3 4 5 6 7I’m not satisfied until the job is done to my own personal standards of excellence.I’m not satisfied until the job is done to my own personal standards of excellence.

(Sum of Set G answers = ) (Sum of Set G answers = )

Interpretation

1 2 3 4 5 6 7

Very low motivationVery low motivationVery low motivation Average Positive motivationPositive motivationPositive motivation

Comments

Measuring motivation allows you to see the things you want to manage. By using the JMLI we can see motivation levels by tracking the effort, focus, enjoyment, intention, over-achievement, and volunteering.

Hiam also stated that you can perform an informal “eyeball” measure of motivation based on the seven categories (sets). When someone seems to score reasonably high on all seven of them, you can make a well-informed judgement that they are highly motivated, and that you might need to consider adjusting targets to challenge them more. But if not, then your ability

DMC PROCESS DESIGN


to see their motivational problems gives you an indication where to start focusing. Using your assessment you actually start working on each individual’s perceived motivational level before addressing the task. Hiam actually stated that “once you ‘get the people right,’ the task will generally take care of itself! “

By using the questionnaires you actually get the opportunity to look at motivational levels on a larger scale; and this would be more reliable than the “eyeball” test.

And how did it go? Areas you need to take note of…

The second version is meant to assess your people (team). As many as possible should fill out the employee version of the JML. You use the same scores as the one above and then you work on the average of their scores.

After looking at the results and interpreting it, your notes...

Once you measure motivation, you have to fix it

Going back to Maxwell’s levels of influence, the leader needs to be committed to create an environment where people are motivated because they feel that who they are and what they do makes a difference. Yes, it is true what I said: you can’t motivate someone but you can create opportunities for people to succeed.



“Sure, it’s a big project, but then again, you are only at the beginning of a very rewarding journey. And you’ve already taken the most important step: you’ve recognised and measured the problem. That puts you way ahead of 99% of managers.”

What’s the next step?

After measuring motivation, we are now able to acknowledge that we have a problem and that we need to spend time on it to improve motivational levels.

“The supervisor’s responsibility is to make sure he/she understands and manages the envi-ronment for employees to be motivated in”

Dan Eckert

Enabling employees to succeed

In understanding the above I need to constantly ask myself:

๏ Which roadblocks do I have to remove that prevents success?

๏ What do I have to provide that will ensure success?

Possible roadblocks

No Possible Roadblocks

1

Breakdown in Communication๏ Communication not clear๏ Not listening๏ Lack of feedback

2 Unengaged

3 Not understanding how Important their contributions are

4 Lack of clear vision

5 Lack of clear goals

6 Blaming culture and lack of taking responsibility

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No Possible Roadblocks

7 Others:

Before I start addressing my employees’ level of motivation, I need to ask myself:

Whose problem is it?

The theme so far in this manual is always: Before I can influence any change in my section or department, I need to look at the mirror and ask myself what my contribution is in my peo-ple’s seemingly negative attitudes, low motivation and lack of values. Though always more difficult, starting here is always more effective, because being authentic increases trust, credi-bility and inspires others to do the same. After all “it’s considerably easier to change yourself than changing everybody else!”

In trying to answer the above question, consider all angles. Example: Employees lack enthu-siasm in participating in a new project.

No Them Reasons Us Reasons?

1 Bad Attitude

2 No Motivated

3 Don’t Care

4 Don’t understands the Importance

5 Don’t think we will implement their ideas

Remembering the following as backdrop...

No Understanding Comments

1 People create own reality...

2 People are in search of meaning...

3 Feel in control of own destiny

4 Natural instinct to succeed



To get employees engaged they will use criteria such as...

No Criteria Explanation Focus on...

1Open Communica-tion

Do I have access to the Information I need?

Please see next Table on Six Stages of concern.

2 Level of SecurityAm I safe from threats and Risks?

๏ Financial๏ Fear of the unknown๏ Erosion of power and influence๏ Difficulty in breaking old Hab-

its๏ Inconvenience๏ Past negative experiences with

change๏ Legitimate concerns about pro-

posed change (LISTEN!!)

3Management Com-mitment

Are Managers commit-ted to course of action?

Commitment to decision and be consistent

4 Fairness Am I treated fairly?Lack the power to stick up for themselves (Create own reali-ties...)

5 RespectAm I respected as an individual?

๏ Take them seriously๏ Care about their needs, prefer-

ences and desires๏ Help them on their road of self-

awareness๏ Reciprocal

6Development op-portunities

Can I achieve something meaningful?

๏ Natural urge to accomplish in short term and long term

๏ Need to grow and develop๏ Achievement and recognition

Six stages of concerns in the change process

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No Criteria Explanation

1 Information What’s going on?

2 Personal How will it affect me?

3 Management What do I need to do?

4 Consequences How will it affect our Organization?

5 CollaborationWhat more cab i do to help implement

change?

6 Refocus / refinementWhat else can we change to get even

more benefits?

This means that the supervisor has to make sure that enough information about “What’s go-ing on?” is given to employees before informing them how it will affect them. Then make sure they understand how it will affect them before giving them information on what they need to do. Effective communication will depend on how clearly the employees understand the message/information at each level before moving on to the next level.

Perception of risk / feeling unsafe?

I want to tell you about a tool I found in Hiam (1999) to help you measure the level of threat which employees feel in the workplace. I think it might be of value to you in helping you to understand your team and the level of influence you might have on them. A question some-times comes up: Are my people motivated or are they just driven by fear? And we can give different definitions to this feeling of fear.

It is an assessment consisting of twenty questions that will take only a few minutes to do. It is designed to be photocopied and distributed to employees to find out what they feel. Re-searchers have used this to predict the amount of employees’ resistance to change in organi-sations, since the level of perceived threats to security is a good indicator of how much em-ployees will resist. You can use the survey to find out whether employees have any basic buy-in (engagement) issues you need to address.

Hand it out for anonymous completion by a big enough group of employees so that they won’t think they may get in trouble for what they say on the assessment. That way you’ll get



more objective answers. And consider giving the same assessment to employees again after a few months and every six months thereafter. That way, you have an ongoing measure of their level of security or insecurity and can work on raising their average score over time.

Please complete this as honestly as you can. Other employees are also doing this assessment. The results will be averaged.

Please circle one:Please circle one:Please circle one:

yes no I worry that I may make less money as a result of changes (a)

yes no I worry that my job is at risk (b)

yes no I worry that my job may change but I don’t know exactly how.(c)

yes noI’m afraid there may be some negative impact on me from upcoming events. (d)

yes no It’s possible I will lose some of my power and authority. (e)

yes noI’m worried that my work method and habits will be forced to change be-cause of what’s going on around me. (f)

yes noI’m currently being asked to do things that are highly inconvenient for me. (g)

yes noI’m currently being asked to do things that are highly disruptive to my regular work. (h)

yes no I have to work with new people who are difficult to handle. (I)

yes no I have to work with new people who don’t pull their won weight. (j)

yes noI have to work with new people who are unhelpful and don’t care about my problems or needs. (k)

a - l m - t

No Yes

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Comments

With these twenty questions you should get a pretty good indication of how well your or-ganisation is doing on basic employee criteria. Ideally, you will receive a batch of ‘no’ an-swers for the first twelve questions, the ones labelled (a) to (l). These measure different sources of threats often felt by employees. If you get some ‘yes’ answers on questions (a) to (l), you’ve uncovered some feeling of threat that will make people resistant to supporting current initiatives. Try to remove the threats or reassure and support those who must cope with the threats.

You also want to see a batch of ‘yes’ answers for the last eight questions, the ones labelled (m) to (t). These are straight forward tests of the fairness, opportunity, communication, commit-ment and respect criteria (the first twelve points address the security criteria since it’s a more complex one to measure). If you get any ‘no’ answers to questions (m) to (t), you’ve uncov-ered possible problems you will want to explore. Look for the roots of these problems in the policies and procedures of you organisation or the interactions between supervisors and em-ployees. This indicates that there is something in the ‘Us’ column of your ‘Us/Them’ table that needs attention.

Factors influencing Motivation Your own Comments

Communication

Feedback

Emotions (EI)

Interpersonal Relationship/ Connection

Task definition

Goal Setting



DMC PROCESS DESIGN


Documents

Bachelor of Commerce Programme Organizational Behaviourdmcodyssey.org/wp-content/uploads/2014/02/2.-Motivation-Concepts-and-Applications-.pdflevels of motivation will be determined