The Best Way to sustain the motivation of employees

Organizational Psychology (AP202)Pooja Jassani

Xenia Sarah AamodtAgnieszka Kujawa

What is motivation?

• Forces coming from within a person that account for the willful direction, intensity, and persistence of the person’s efforts toward achieving specific goals, where achievement is not due solely to ability or to environmental factors.

Introduction

Why do we need motivation?

“People don’t change their behavior unless it makes a difference for them to do so”

Life without motivation makes no senseMotivation is one of the most important and

driving factor for us reaching our goals!

Benefits of the workshop

Master new skills & self-improve Learn how to make your employees …

Work harderWork smarter

Be more productiveRetain the productiveness

Motivating employees at a workplace ?

It’s all about employee engagement!

Motivation and Leadership in the21st Century

6 “Hidden” Motivators

Theoretical Continuing education

knowledge

AestheticPersonal growth and

development form, beauty and harmony balanced life

TraditionalMission a worthy

cause system of beliefs

IndividualisticOpportunity to lead

others decision making authority

UtilitarianUtility and practicality

efficiency

SocialHelping others

harmonious environment

opportunity to serve

Reinforcers which strenghten behavior

What managers can do to increase the probability of behavior in the future?

Positive reinforcementReward contingent on exhibiting the correct behavior.

Avoidance Learning/ Negative reinforcementWithholding something unpleasant when a desired

behavior is engaged in (e.g., an annoying alarm is avoided when a machine is used properly, not operating in reverse). Or, using social learning, noticing how engaging in some behavior avoids an unpleasant outcome (e.g., arrive on time and the boss does not yell).

Reinforcers which weaken behavior

What managers can do to decrease the probability of behavior in the future ?

PunishmentAdministering unpleasant consequences following an

undesirable behavior.

ExtinctionWhen there are no rewards for a behavior which was

previously rewarded.

An example of Partial Reinforcement Schedules

Based on passage of time

Fixed Interval- Reinforcer given after set period of time.

Ex.: Weekly pay.

Variable Interval- Reinforcer given randomly with passage of time.

Ex.: Surprise bonus based on time.

Based on behavior exhibited by the employee (team)

Fixed Ratio- Reinforcers based on behaviors.

Ex.: Piece rate pay.

Variable Ratio- Reinforcers applied randomly after exhibition of behaviors.

Ex.: A company vacation to Hawaii for all employees after a new contract landed; spot bonuses.

To Summaries…

What employees desire?Desire for activity

People want to be active and involved. In their persona live most people avoid boredom and monotony. Yet at work employees are expected to accept boring, repetitious, monotonous jobs without complaint.

Desire for ownershipOwning things makes people feel better about

themselves. ‘Psychological’ ownership is even more important than ‘physical’ ownership. Employees want to psychologically own their work. They want input into their work and want to feel responsible for their jobs.

Desire for powerPeople want to control their destiny. They don’t

want to feel powerless over external forces shaping their lives. With fewer top-down, control organizations more and more employees are demanding their freedom back.

Desire for affiliationPeople are social creatures. They like to interact

and socialize with one another, though the degree of sociability will vary. Social support and helping relationships are among the many benefits provided by work.

Desire for competenceThis is the core of self-esteem. People welcome

opportunities to feel more competent. Work can provide these opportunities.

Desire for achievementIt is important for people to succeed at something.

Under the right conditions, employees will be willing to work hard and overcome obstacles to achieve a goal.

Desire for recognitionPeople want to feel appreciated by others and be

positively recognized for their efforts. Recognition is a powerful force which has the capability to unleash energy and motivation.

Desire for meaningPeople want a reason for doing something. They want

reassurance that their efforts, however small, are making a difference.

Factors affecting goal commitment

How does motivation affect learning and behavior?

• Direct behavior towards goal.• Increases effort and energy expended• Commencement in activities is sooner• Increases persistence in activities• Enhances thought processes• Determines what consequences are

reinforcing• Leads to improved performance

Maslow’s Need Hierarchy

Esteem NeedsEsteem NeedsEsteem NeedsEsteem Needs

Social and Social and Belongingness NeedsBelongingness Needs

Social and Social and Belongingness NeedsBelongingness Needs

Limitations• Maslow's theory is over simplified and is based on human

needs only. • The theory has to refer to other motivating factors like

expectations, experience and perception.• Many are satisfied only with physiological needs and

security of employment.• The pattern of hierarchy of needs may not be applicable

uniformly to all categories of employees.• Maslow's assumption of “need hierarchy” is not optimal in

this present age as each person has plenty of needs to be satisfied, which may not necessarily follow Maslow's need hierarchy.

• Maslow's writings are more philosophical than scientific.

Equity Theory

• Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs and an employee's outputs.

• According to the theory, finding this fair balance serves to ensure a strong and productive relationship achieved with the employees, with the overall result being contented, as well as motivation of the employees.

My Outcomes

My inputsvs.

Other’s Outcomes

Other’s Inputs

Perceived inequity, employees may:• Increase or decrease inputs

• Change their outcomes

• Distort perceptions of inputs and/or outcomes

• Distort perceptions of other’s inputs and/or outcomes

• Change the referent others

• Leave the organization

How to apply the Adams' Equity Theory

How to motivate your own self

• Your goals must be clear but your guidelines must be flexible

• Make a habit of being Enthusiastic• Surround yourself with positive & enthusiastic

people

3 Combative Personality Pairs

The Perfectionist and the PragmatistThe Perfectionist and the Pragmatist are capable,

conscientious professionals. They both work hard, but each has a very different approach.

Personality clash

Pragmatist views the Perfectionist as obsessive and inflexible, while the Perfectionist regards the Pragmatist as careless and lax.

The Driver and the CoasterThese polar opposites have the potential to drive each

other — and the rest of the team — crazy.

Personality clashThe Driver is an ambitious meanwhile, the coaster is a

laid-back type who tends to under-perform unless pushed.

The FrenemiesPersonality clash

One minute, these two are best buddies. The next, they’re complaining to colleagues about one another’s real or perceived shortcomings. They compete with each other for everything. Their ongoing rivalry distracts your staff and threatens to divide the team into opposing factions.

Current Issue in Motivation• Motivating a Diverse WorkforceFlexibility is the key to motivating a diverse

workforce.o Diverse array of rewards neccesary to satisfy diverse

personal needs and goals.Flexible Working Schedule

o Compressed workweeko Flexible work hours(flextime)o Job sharingo Telecommutingo Cultural Differences in Motivation

Pay-for-PerformanceInstead of paying for time on the job, pay is adjusted to reflect some performance measure.Compatible with expectancy theoryPrograms are gaining in popularity.

• Open-Book ManagementInvolve employees in workplace decisions by

opening up the financial statements.Workers treated as business partners.Get workers to think like an owner.May also provide bonuses based on profit

improvements.

• Motivating the “new workforce”Motivating professionalsMotivating contingent workers: part-time,

contract, or temporary workers.Motivating Low-skilled, Minimum-Wage

Employees.

Conclusion

• Motivation is the responsibility of all magers because the most valuable assets of an organization are people.

• Through motivation, managers show employees how to fulfil their needs while accomplishing organizational goals

• Motivation is about communication, working together, cultivating common goals, team work, giving support, direction and opportunities for growth.

• Motivated staff will ensure achievement of the organizational responsibilities with limited resources.

Videos

http://www.youtube.com/watch?v=HKVORtEjNt8

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