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Chapter 5
Chapter 5
Foundations ofEmployee Motivation
1 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Great Little Box Company
Through goal setting, plenty of appreciation and recognition, and fair pay, Vancouver-based Great Little Box Company Ltd. (GLBC) has a workforce that is both motivated and highly engaged.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved
2
Motivation Defined
The forces within a person that affect the direction, intensity, and persistence of voluntary behaviour
Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).
3 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Employee Engagement
Emotional and cognitive motivation, self-efficacy to perform the job, a clear understanding of one’s role in the organization’s vision and a belief that one has the resources to perform the job
4 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Drives and Needs
Drives (aka-primary needs, fundamental needs, innate motives)• Neural states that energize individuals to correct deficiencies
or maintain an internal equilibrium• Prime movers of behaviour by activating emotions
Self-concept, social norms, and past experience
Drives(primary needs)
NeedsDecisions
and Behaviour
5 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Drives and Needs
Needs• Goal-directed forces that people experience. • Drive-generated emotions directed toward goals• Goals formed by self-concept, social norms, and experience
Self-concept, social norms, and past experience
Drives(primary needs)
NeedsDecisions
and Behaviour
6 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Self-Self-actual-actual-izationization
PhysiologicalPhysiological
SafetySafety
BelongingnessBelongingness
EsteemEsteem
Seven categories capture most needs
Five categories placed in a hierarchy
Need toNeed toknowknow
Need for Need for beautybeauty
Maslow’s Needs Hierarchy Theory
7 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Maslow’s Needs Hierarchy Theory
Lowest unmet need has strongest effect
When lower need is satisfied, next higher need becomes the primary motivator
Self-actualization -- a growth need because people desire more rather than less of it when satisfied
Self-Self-actual-actual-izationization
PhysiologicalPhysiological
SafetySafety
BelongingnessBelongingness
EsteemEsteem
Need toNeed toknowknow
Need for Need for beautybeauty
8 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Evaluating Maslow’s Theory
Lack of support for theory
People have different hierarchies – don’t progress through needs in the same order
Needs change more rapidly than Maslow stated
Self-Self-actual-actual-izationization
PhysiologicalPhysiological
SafetySafety
BelongingnessBelongingness
EsteemEsteem
Need toNeed toknowknow
Need for Need for beautybeauty
9 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
What Maslow Contributed to Motivation Theory
More holistic• Integrative view of needs
More humanistic• Influence of social dynamics, not just instinct
More positivistic• Pay attention to strengths, not just deficiencies
10 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
What’s Wrong with Needs Hierarchy Models?
Wrongly assume that everyone has the same needs hierarchy (i.e. universal)
Instead, likely that each person has a unique needs hierarchy• Shaped by our self-concept -- values and social
identity
11 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Learned Needs Theory
Needs are amplified or suppressed through self-concept, social norms, and past experience
Therefore, needs can be “learned” (i.e. strengthened or weakened through training)
12 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Three Learned Needs
Need for achievement• Need to reach goals, take responsibility • Want reasonably challenging goals
Need for affiliation• Desire to seek approval, conform to others wishes,
avoid conflict• Effective executives have lower need for social approval
Need for power• Desire to control one’s environment• Personalized versus socialized power
13 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Four-Drive Theory
Drive to BondDrive to Bond
Drive to LearnDrive to Learn
• Drive to form relationships and social commitments• Basis of social identity
• Drive to satisfy curiosity and resolve conflicting information
Drive to DefendDrive to Defend• Need to protect ourselves• Reactive (not proactive) drive• Basis of fight or flight
Drive to AcquireDrive to Acquire• Drive to take/keep objects and experiences• Basis of hierarchy and status
14 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Features of Four Drives
Innate and hardwired• everyone has them
Independent of each other• no hierarchy of drives
Complete set• no drives are excluded from the model
15 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
How Four Drives Affect Motivation
1. Four drives determine which emotions are automatically tagged to incoming information
2. Drives generate independent and often competing emotions that demand our attention
3. Mental skill set relies on social norms, personal values, and experience to transform drive-based emotions into goal-directed choice and effort
16 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Four Drive Theory of Motivation
Social norms, personal values, and experience transform drive-based emotions into goal-directed choice and effort
Drive to Acquire
Social norms
Drive to Bond
Drive to Learn
Drive to Defend
Personal values
Past experience
Mental skill set resolves competing drive demandsMental skill set resolves
competing drive demandsGoal-directed
choice and effortGoal-directed
choice and effort
17 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Implications of Four Drive Theory
Provide a balanced opportunity for employees to fulfil all four drives
• employees continually seek fulfilment of drives• avoid having conditions support one drive more
than others
18 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
E-to-PExpectancy
P-to-OExpectancy
Outcomes& Valences
Outcome 1Outcome 1+ or -+ or -
EffortEffort PerformancePerformance
Outcome 3Outcome 3+ or -+ or -
Outcome 2Outcome 2+ or -+ or -
Expectancy Theory of Motivation
19 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Increasing E-to-P and P-to-O Expectancies
Increasing E-to-P Expectancies• Assuring employees they have competencies• Person-job matching • Provide role clarification and sufficient resources• Behavioural modelling
Increasing P-to-O Expectancies• Measure performance accurately• More rewards for good performance• Explain how rewards are linked to performance
20 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Increasing Outcome Valences
Ensure that rewards are valued
Individualize rewards
Minimize countervalent outcomes
21 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Goal Setting
The process of motivating
employees and clarifying their
role perceptions by establishing
performance objectives
22 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Effective Goal Setting
© 2009 The McGraw-Hill Companies, Inc. All rights reserved
23
Specific
Relevant
ChallengingAccepted(commitment)
Participative(sometimes)
Feedback
Feedback at Nova Chemicals
When Nova Chemicals introduced computer technology that shows the plant’s operational capacity against actual performance, employees used the feedback to see which team could keep the plant’s operations as close as possible to the plant’s maximum capacity.
24 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Characteristics of Effective Feedback
1. Specific – connected to goal details
2. Relevant – Relates to person’s behaviour
3. Timely – to improve link from behaviour to outcomes
4. Sufficiently frequent• Employee’s knowledge/experience• task cycle
5. Credible – trustworthy source
25 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Multisource Feedback
Received from a full circle of people around the employee
Provides more complete and accurate information
Several challenges
26 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Evaluating Goal Setting and Feedback
Goal setting has high validity and usefulness
Goal setting/feedback limitations:• Focuses employees on
measurable performance• Motivates employees to set
easy goals (when tied to pay)• Goal setting interferes with
learning process in new, complex jobs
27 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Organizational Justice
Distributive justice• Perceived fairness in
outcomes we receive relative to our contributions and the outcomes and contributions of others
Procedural justice• Perceived fairness of the
procedures used to decide the distribution of resources
© 2009 The McGraw-Hill Companies, Inc. All rights reserved
28
Elements of Equity Theory
Outcome/input ratio • inputs -- what employee contributes (e.g., skill)• outcomes -- what employee receives (e.g., pay)
Comparison other• person/people against whom we compare our ratio• not easily identifiable
Equity evaluation• compare outcome/input ratio with the comparison
other
29 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Correcting Inequity Feelings
Reduce our inputs Less organizational citizenship
Increase our outcomes Ask for pay increase
Increase other’s inputs Ask coworker to work harder
Reduce other’s outputsAsk boss to stop giving other preferred treatment
Change our perceptionsStart thinking that other’s perks aren’t really so valuable
Change comparison otherCompare self to someone closer to your situation
Leave the field Quit job
Actions to correct inequity Example
30 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Equity Sensitivity
Outcome/input preferences and reaction to various outcome/input ratios
Benevolents• tolerant of being underrewarded
Equity Sensitives• want ratio to be equal to the comparison other
Entitleds• prefer proportionately more than others
31 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Evaluating Equity Theory
Good at predicting situations unfair distribution of pay/rewards
Difficult to put into practice• doesn’t identify comparison other• doesn’t indicate relevant inputs or outcomes
Equity theory explains only some feelings of fairness • procedural justice is as important as distributive
justice
32 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Procedural Justice
Perceived fairness of procedures used to decide the distribution of resources
Higher procedural fairness with:• Voice• Unbiased decision maker • Decision based on all information• Existing policies consistently• Decision maker listened to all sides• Those who complain are treated respectfully • Those who complain are given full explanation
33 © 2009 The McGraw-Hill Companies, Inc. All rights reserved
Chapter 5
Chapter 5
Foundations ofEmployee Motivation
34 © 2009 The McGraw-Hill Companies, Inc. All rights reserved