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    Chapter 5

    Motivation

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    MOTIVATIONAL DRIVES

    Case Model

    Hyatt Hotel hired people in various post, provided trainings to

    learn hotel operations, gave benefits and incentives. However, in a

    year or two, some employees desire faster promotions into

    management positions, seeing that the long road ahead to their

    goal, they search for a new employer who can readily provide

    higher positions.

    Cause of issatisfaction!

    "#low e$pansion of the company

    "#low individual progression rates

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    MOTIVATIONAL DRIVES

    Case Model& Hyatt Hotel

    Motivational 'pproach 'pplied&

    'llowed employees opportunities to create new ventures as

    entrepreneurs in related fields (e$. )arty catering, rental shops*.

    +esulted to retention of managers which increased Hyatt/srevenues

    +esults of Motivation&

    "0ncrease in satisfaction of employees")rovided valuable e$perience to the wor force as entrepreneurs

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    MOTIVATIONAL DRIVES

    M340'4036

    0s the result of a set of internal and e$ternal forces

    that cause an employee to choose an appropriate

    course of action and engage in certain behavior

    7hy do you motivate employees!

    - to achieve organi8ational goals

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    MOTIVATIONAL DRIVES

    Four major indicators of employee motivation

    (Commonly valued by employees):1. Engagement degree of enthusiasm initiative effort put forth

    !. Commitment degree to "hich employees bond "ithorgani#ation and e$hibit acts of %organi#ational citi#enship&(Corporate Culture)

    '. atisfaction a reflection of the fulfillment of the psychologicalcontract "hen they "ere applying for "or

    *. +etention (,o" -urnover) ery fe" loss of valued employeesdue to dissatisfaction

    7hen employers address all four factors, employees are successfully

    motivated, resulting to organi8ational success

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    MOTIVATIONAL DRIVES

    " Motivation rives (rivers*

    -strong desire for something as a product of the

    cultural environment in which they live

    -9ut if you:re managing or leading a team, it:sessential to now what motivates (drive* your

    people, how they respond to feedbac and praise,

    and what tass fit them well.

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    MOTIVATIONAL DRIVES

    " 4hree (%* Motivation rives (rivers*

    " AchievementMotivation

    " AffiliationMotivation

    " Power

    Motivation

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    develop the achievement or power motive.

    Characteristics&

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    MOTIVATIONAL DRIVES

    Affiliation vs Achievement

    'chievement

    -?$pectations can result in self-

    fulfilling prophecies. 0f a student

    e$pects to get an ' on a term

    paper, she/ll wor hard, and her

    wor will be more liely to earn

    her an '.

    -?mployee tend to have more

    motivation to achieve if they feel

    they have control over some

    aspects of their wor.

    'ffiliation

    - wor better when they are

    complimented for their

    favorable attitude @

    cooperation

    - #urround themselves with

    friends and lieable people

    - #atisfied with being withfriends

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    MOTIVATIONAL DRIVES

    Power Motivation

    Asually have an interest in moving up in the organization

    +einforced and maintained by allowing personal control over workpace and methods, as well as opportunities to influence B especially

    if they can deal directly with people higher in the organi8ation.

    ?ncourage peoples: involvement in problem solving and decision

    making,resulting to satisfying andor developing their power motive

    because it gives them influence over their wor and other people.&

    0mpact the woring environment. 're able topersuade andor influence others. >ies to control.

    Characteristics&

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    MOTIVATIONAL DRIVES

    Managerial 'pplication of rives Case #ample

    One of your team members recently created a report thatwas so thorough and well-written that the board of

    directors asked you to make sure that she was praised for

    her efforts.

    o! at your monthly staff meeting! you stood up in front of

    the group! and congratulated her on her achievement! and

    for the good impression she made for the team.

    "owever! instead of smiling and appreciating the attention!

    she looked embarrassed. he lowered her head! and as

    soon as she could! she left and went to her office.

    #hat did you do wrong$

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    HUMAN NEEDS

    " %ypes of &eeds

    ")rimary needs (9asic physical needs*& food, water, se$, sleep, air, etc

    " #econdary needs B planning is reDuired to address these needs

    - 're strongly conditioned by e$perience

    - ary in type and intensity among people

    - 're subEect to change across time within any individual

    - Cannot usually be isolated, but rather, wor in combination @ influence one another

    - 're often hidden from conscious recognition

    - 're vague feelings as opposed to specific physical needs

    - 0nfluence behavior

    - important for survival of the human race

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    HUMAN NEEDS

    +ecogni8ing the #econdary Human 6eeds other than the basic

    physical and universal needs of man, theories were formed, researches

    were made, to prove their validity.

    4he prominent and widely used theories are&

    Maslow's "ierarchy of &eeds

    "er(berg's %wo-)actor Model

    Alderfer's *-+-, Model

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    >ower 6eeds

    Higher 6eeds

    #ills used to the fullest,

    using talent to ma$imum,

    combination of values

    and purpose

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    HUMAN NEEDS

    " Maslow's "ierarchy of &eeds

    7hat should managers do!

    -0dentify and accept employee needs

    -+ecogni8e that needs may differ among employees

    -3ffer satisfaction for the particular needs currently unmet

    -+eali8e that giving more of the same reward (especially

    lower needs* may have a diminishing impact on motivation

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    McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All 5-1earning& #chedules of +einforcement

    https&www.youtube.comwatch!vKG>$5yls$eM

    BEHAVIOR MODIFICATION

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    BEHAVIOR MODIFICATION

    " chedules of +einforcementFixed-interval schedules

    where the first response is rewarded only after a

    specified amount of time has elapsed. 4his

    schedule causes high amounts of responding near

    the end of the interval, but much slower

    responding immediately after the delivery of the

    reinforcer.

    0n the +eal 7orld& ' weely paychec is a good e$ample of a

    fi$ed-interval schedule. 4he employee receives reinforcementevery seven days, which may result in a higher response rate as

    payday approaches.

    BEHAVIOR MODIFICATION

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    BEHAVIOR MODIFICATION

    " chedules of +einforcementVariable-interval schedules

    where a response is rewarded after

    an unpredictable amount of time

    has passed. 4his schedule produces

    a slow, steady rate of response.

    Oour ?mployer Checing Oour 7or& oes your boss drop by

    your office a few times throughout the day to chec your

    progress! 4his is an e$ample of a variable-interval schedule.4hese chec-ins occur at unpredictable times, so you never

    now when they might happen.

    BEHAVIOR MODIFICATION

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    BEHAVIOR MODIFICATION

    " chedules of +einforcement

    Fixed-ratio schedules

    ?$amples)roduction >ine 7or& 7orers at a per-piece basis factory are

    paid for every 15 piecess they mae. 4his results in a high

    production rate and worers tend to tae few breas. 0t can,

    however, lead to burnout and lower-Duality wor

    Collecting 4oens in a ideo Game& 0n many video games, you

    have to collection so many toens, obEect, or points in order to

    receive some type of reward.

    a response is reinforced only after a

    specified number of responses.

    BEHAVIOR MODIFICATION

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    BEHAVIOR MODIFICATION

    " chedules of +einforcement

    Variable-ratio schedules

    is a schedule of reinforcement where a

    response is reinforced after an unpredictable

    number of responses. 4his schedule creates a

    high steady rate of responding.

    Example#lot machines& )layers have no way of nowing how many times they have to play

    before they will win. 'll they now is that eventually a play will win. 4his is

    why slot machines are so effective and players are often reluctant to Duit. 4here

    is always the possibility that the ne$t coin they put in will be the winning one.

    #ales bonuses& Call centers often offer random bonuses to employees. 7orers

    never now how many calls they need to mae in order to receive the bonus,

    but they now that they increase their chances the more calls or sales they

    mae.

    BEHAVIOR MODIFICATION

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    BEHAVIOR MODIFICATION

    4H? M340'4036 '6 G3'> #?4406G

    THE MOTIVATION AND GOAL SETTING

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    THE MOTIVATION AND GOAL SETTING

    eveloped by >atham and >oce, +oal-Setting %heory says thatwhen&

    1. challenging goals are set for an employee,

    2. the proper tools are provided to accomplish those goals and

    positive feedbac is given,

    the employee feels satisfaction with the performance and the

    reward.

    4his maes the employee want to strive to accomplish an evenmore challenging goal.

    THE MOTIVATION AND GOAL SETTING

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    THE MOTIVATION AND GOAL SETTING

    Motivational goals needed to have the following five dimensions&

    Clarity, Challenge, Commitment, eedbac, and Comple$ity.

    Goals need to be clear and measurable such as& My goal is to

    reduce maintenance downtime by 15 percent.

    Goals must be challenging, with achievement as the finalpayoff.

    ?mployees must feel lie part of the goal-setting process to

    be committed to a clearly relevant goal.

    4here must be a program that involves feedbac, recognitionand progress reports.

    4he tas must be comple$ but not overwhelming, with

    sufficient time and resources available.

    t

    2nd

    3rd

    4th

    5th

    GOAL SETTING

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    GOAL SETTING

    #elf-?fficacy& +efers to an individual/s belief that heshe is

    capable of performing a tas successfully (capabilities @

    competence*. 0t has a direct relationship with a person/s

    confidence and thus with goal setting.

    Hence, it is a primary role of managers to build employees/

    #elf-?fficacy.

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    THE E42ECTANCY MODEL

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    THE E42ECTANCY MODEL

    " 3room *4pectancy %heory 0 )actor %heory1

    1. How much one wants a reward- #trong esire

    2. 3ne/s estimate of the probability that efforts will result insuccessful performance B High 'ppraisal

    %. 3ne/s estimate that performance will result in receiving the

    reward B )romotion to Higher )osition

    alence

    ?$pectancy

    0nstrumentality

    3+MA>' ?$pectancy 4heory

    THE E42ECTANCY MODEL

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    THE E42ECTANCY MODEL

    " "ow the Model #orks

    " 4he 0mpact

    " )rimary outcomes B +esult directly achieved from an action

    ?$. ?mployee secures more training and eventually was rewarded

    with a promotion and the pay that goes with it. ()rimary*

    " #econdary outcomes B ollow from the primary outcome

    ?$. 'fter promotion ()rimary* status and recognition that goes with

    it from associates is the secondary reward.

    ?mployee/s motivation depends on whether heshe wants the rewardbeing offer for doing a good Eob and whether heshe believes that

    more effort will lead to that reward.

    THE E5UITY MODEL

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    THE E5UITY MODEL

    " ?Duity theory

    ?mployees tend to Eudge fairness by fair balance between anemployee/s inputs (Hard wor, sill level, tolerance, enthusiasm,

    contributions* and an employee/s output (salary, benefits,

    recognition , rewards* , and also by comparing this ratio with the

    ratios of other employees

    THE E5UITY MODEL

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    THE E5UITY MODEL

    " ?Duity theory

    9alance

    employees become de-motivated, both in relation to their Eob and their

    employer, if they feel as though their inputs are greater than the outputs.

    7hat 0 put into my Eob& time, effort,

    ability, loyalty, tolerance, fle$ibility,integrity, commitment, reliability, heart

    and soul, personal sacrifice, etc.

    7hat 0 get from my Eob& pay, bonus,

    pers, benefits, security, recognition,interest, development, reputation,

    praise, responsibility, enEoyment, etc.

    THE E5UITY MODEL

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    THE E5UITY MODEL

    Asefulness of Motivational Models

    Anderstanding how needs create tensions, that stimulate effort toperform, and how effective performance brings the satisfaction of

    rewards, is useful assessment for managers in developing

    programs to improve employees/ productivity

    ' different approach to motivation

    6aniel 2ink7 #hat +eally Motivates #orkers

    https://www.youtube.com/watch?v=feDJ3zL23qw

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    Iuestions