Encourage the Heart:Encourage the Heart:Employee MotivationEmployee Motivation

JOB ATTRIBUTE RANKINGJOB ATTRIBUTE RANKINGPlease rank, from 1 to 10 in order of importance, with 1 being the most important, the following job attributes. In the first column indicate the rank in terms of your own preferences and in the second column indicate how you think others will rank these same job attributes.

Your Ranking Others' Ranking

Advancement _____ _____

Benefits _____ _____

Company _____ _____

Co-workers _____ _____

Hours _____ _____

Pay _____ _____

Job Security _____ _____

Supervisor _____ _____

Type of Work _____ _____

Working Conditions _____ _____

JOB ATTRIBUTE RANKINGJOB ATTRIBUTE RANKINGThe following median rankings are based on the responses of 39,788 job applicantsThe following median rankings are based on the responses of 39,788 job applicants (Minneapolis Gas Company).(Minneapolis Gas Company).

MEN MEN WOMEN WOMEN

SelfSelf OthersOthers SelfSelf OthersOthers AdvancementAdvancement 3.33.3 3.83.8 5.35.3 4.3 4.3 BenefitsBenefits 6.86.8 5.25.2 8.08.0 5.9 5.9 CompanyCompany 4.54.5 6.86.8 4.64.6 7.1 7.1 Co-workersCo-workers 6.06.0 7.77.7 5.25.2 7.3 7.3 HoursHours 7.67.6 5.45.4 6.96.9 5.0 5.0 PayPay 5.65.6 2.12.1 6.06.0 2.1 2.1 Job SecurityJob Security 2.52.5 3.63.6 4.94.9 5.4 5.4 SupervisorSupervisor 6.36.3 7.47.4 5.35.3 7.0 7.0 Type of WorkType of Work 3.33.3 4.94.9 1.51.5 3.5 3.5 Working ConditionsWorking Conditions 7.97.9 6.96.9 6.56.5 6.86.8

What Do Workers Want From What Do Workers Want From Their Jobs?Their Jobs?

Supervisors WorkersSupervisors Workers

Good working conditionsGood working conditions 4 4 9 9Feeling "in" on thingsFeeling "in" on things 10 2 10 2Tactful discipliningTactful disciplining 7 7 10 10Full appreciation for work doneFull appreciation for work done 8 8 1 1Management loyalty to workersManagement loyalty to workers 6 6 8 8Good wagesGood wages 1 1 5 5Promotion and growth with companyPromotion and growth with company 3 3 7 7Sympathetic understanding of personal problems 9Sympathetic understanding of personal problems 9 3 3Job securityJob security 2 2 4 4Interesting workInteresting work 5 5 6 6

1 = most important in job1 = most important in job10 = least important in job10 = least important in job

(From Lawrence Lindahl, " What Makes a Good Job?", Personnel, (January 1949)

What do new graduates value in jobs?What do new graduates value in jobs?

Company culture 6.2 Advancement opportunities 6.0 Nature of work (e.g., challenging) 5.9 Training provided 5.7 Work/non-work balance 5.5 Monetary compensation 5.3 Benefits 5.2 Location 5.0 Vacation time 4.6 Level of job security 3.9 Size of company 3.7 International assignments 3.3

Rated on seven point scale (1 = not important to 7 = very important.Source: Human Resource Management (2003), 42, p. 23-37.

What do applicants with college degrees want in jobs?What do applicants with college degrees want in jobs?1993 1978

Type of work 2.2 1.5

Advancement 4.6 3.6

Co-workers 5.1 5.2

Company 5.7 4.4

Security 5.8 5.5

Location 6.2

Supervisor 6.3 5.5

Pay 6.3 5.2

Working conditions 7.2 7.2

Benefits 7.4 7.9

Hours 9.3 8.0 1993 sample = 623, 1978 sample = 4,535Source: Journal of Occupational & Organizational Psychology (2003) , 66, p. 71-81

EquityEquityPeople are motivated to maintain fair relationships with others.People are motivated to maintain fair relationships with others.

ConditionCondition Possible ReactionsPossible Reactions

Outcomes AOutcomes A = = Outcomes BOutcomes B EquityEquityInputs AInputs A Inputs B Inputs B

Outcomes AOutcomes A < < Outcomes BOutcomes B UnderpaymentUnderpayment Lower inputs, raiseLower inputs, raiseInputs AInputs A Inputs B Inputs B InequityInequity outcomes, etc.outcomes, etc.

Outcomes AOutcomes A > > Outcomes BOutcomes B OverpaymentOverpayment Raise inputs, lowerRaise inputs, lowerInputs AInputs A Inputs B Inputs B InequityInequity outcomes, etc.outcomes, etc.

Socially Acquired Needs - AffiliationSocially Acquired Needs - Affiliation Desire to establish and maintain friendly and compatible interpersonal

relationships.

Like to like others and be liked in return.

Communicate frequently with others.

Tend to avoid conflict and competition with others.

Tend to conform to the desires and wishes of friends.

Tend to seek out and be motivated by jobs such as public relations, social work, etc.

Source: McClelland, D. C. (1985). Human motivation. Glenview, IL: Scott, Foresman.

Socially Acquired Needs - Socially Acquired Needs - AchievementAchievement

Desire situations in which personal responsibility can be taken for outcomes.

Tend to set moderately difficult goals that provide for calculated risks.

Have a high desire for performance feedback - want to know to what extent they've succeeded.

Tend to be task-oriented and concerned with getting things done. Overall desire to excel.

Tend to seek out jobs and occupations which permit a sense of achievement and performance feedback, especially sales and entrepreneurial positions.

Source: McClelland, D. C. (1985). Human motivation. Glenview, IL: Scott, Foresman

Socially Acquired Needs - PowerSocially Acquired Needs - Power Desire to have a strong influence over others.

Tend to seek out social settings in which they can be influential.

Act in a "high profile" manner when in a small group.

Some show a strong concern for personal prestige.

Tend to seek out and be motivated by jobs such as management and journalism.

Source: McClelland, D. C. (1985). Human motivation. Glenview, IL: Scott, Foresman

Personal Motives of American PresidentsPersonal Motives of American Presidents

PresidentPresident AchievementAchievement AffiliationAffiliation PowerPower

George WashingtonGeorge Washington 3.853.85 3.863.86 4.624.62

Thomas JeffersonThomas Jefferson 5.655.65 3.303.30 6.596.59

Andrew JacksonAndrew Jackson 4.484.48 2.692.69 5.385.38

Abraham LincolnAbraham Lincoln 3.343.34 2.232.23 6.976.97

Theodore RooseveltTheodore Roosevelt 8.148.14 1.021.02 4.024.02

Franklin RooseveltFranklin Roosevelt 6.376.37 2.122.12 8.508.50

John KennedyJohn Kennedy 5.905.90 9.599.59 11.8111.81

Richard NixonRichard Nixon 8.948.94 8.008.00 7.067.06

Jimmy CarterJimmy Carter 10.6010.60 4.894.89 8.168.16

Ronald ReaganRonald Reagan 7.787.78 3.283.28 9.019.01

Based on analysis of inaugural speeches of U.S. presidents. Score based on number of images related to each motive per 1,000 words in speech. Source: Winter, D. G. (1987). Journal of Personality and Social Psychology, 52, 196-202.

Job Characteristics ModelJob Characteristics ModelJob Characteristics ModelJob Characteristics Model

Core JobDimensions

Core JobDimensions

CriticalPsychological

States

CriticalPsychological

States

Personaland WorkOutcomes

Personaland WorkOutcomes

Skill VarietyTask IdentityTask Significance

Skill VarietyTask IdentityTask Significance

MeaningfulWork

MeaningfulWork

AutonomyAutonomy

FeedbackFeedback

OutcomesOutcomes

KnowledgeKnowledge

High InternalMotivation

High InternalMotivation

High QualityPerformance

High QualityPerformance

High WorkSatisfaction

High WorkSatisfaction

Low Absenteeism

Low Absenteeism

(Adapted from Hackman & Oldham, 1978)

Goal SettingGoal Setting Explicit vs. vague goals

Easy goals

Difficult goals

Participation

Measurable

Time limits

SMART GoalsSMART Goals

SpecificMeasurableAlignedReachableTime-bound

Giving Performance Giving Performance FeedbackFeedback

If criticism is needed, don't criticize the person. It's the behavior you object to, not the person!

Encourage subordinate participation.

Focus on problem solving.

Focus on goal setting.

Kouzes and Posner Commitment #9: Recognize Kouzes and Posner Commitment #9: Recognize contributions by showing appreciation for individual contributions by showing appreciation for individual excellenceexcellence

Be creative about rewards Make recognition public Provide feedback en route Be a Pygmalion Foster positive expectations Make the recognition presentation meaningful Find the people who are doing things right Don’t be stingy about saying thank you

Kouzes and Posner Commitment #10: Celebrate the Kouzes and Posner Commitment #10: Celebrate the values and victories by creating a spirit of communityvalues and victories by creating a spirit of community

Schedule celebrations Install a public “Bragging Board” Create a commemorative award honoring

exemplary actions Demonstrate caring by walking around Show passion and compassion Be a cheerleader – your way Have fun Set the example – plan a celebration right now