INTRODUCTION

In classic article entitled "On the Folly of Rewarding A While Hoping for B" written by Steve

Kerr. Mr. Steven argued that many organizations and managers want one thing but reward

other things instead. Why do they do this? There are some reasons mentioned. One of them is

managers having not clearly identified what is necessary for good performance such as the

behaviours, task, goals, and strategy that are needed. Managers have not determined how to

measure successful performance.

Meanwhile, some employees do not see clear links between their performance and

achievement of the goals. Employees may not have the right abilities to carry out the job. As

employees, they also want reward different from what their supervisor think they want. And

lastly employees have different levels of job motivation. In previous chapters, many of these

issues have been addressed. These include establishing strategy, plans, and goals, selecting the

right employees, determining the task necessary in each job, helping people to understand what

is expected in their jobs, effective communication, and the relationship between leadership and

employee performance. In this chapter, we examine the motivation of people in their jobs so

that we, as managers, can understand how to motivate and reward the behaviours that will lead

to the accomplishment of goals that result in individual and organizational success.

1. Define motivation.

Motivation refers to forces either internal or external to a person that act as inducement

or that influence action to do something. The action may be the individual's choice,

effort or persistence. For example, the intensity of need or desire, the incentive or goals

rewards, and individual expectations and friends. These factors are the reason why one

has a certain attitude. It stimulate energy and desire for people to remain interested and

committed to their work, roles or subjects, or strive to achieve the goals. Motivation is

important because of its significance as a determinant of performance and its intangible

nature.

2. Explain how motivation be related to performance by describing the model M x A

= P.

Motivation is related to performance by the model M x A = P, where P refers to

performance, M refers to motivation and A refers to ability. For example, that you are

motivated and have a goal to become a data analyst. Motivation alone is not enough.

However, you must have the ability to perform the job. You are in school to gain the

required knowledge, skills and training through education.

Motivation x Ability = Performance

(Goal & desire) x (Education & knowledge) = Data analyst

3. How do needs-based models differ from process models of motivation?

 Need-based model approaches

Emphasize specific human needs or the factors within a person that energize, direct and

stop behaviour. Motivation primarily as a phenomenon that occurs intrinsically or

within an individual. There are three widely recognized model which are the hierarchy

of needs by Abraham Maslow, the two-factor model by Frederick Herzberg and the

acquired-needs model by David McClelland.

According to the hierarchy of needs, a person has 5 fundamental needs which

are physiological, security, affiliation, esteem, and self-actualization. Physiological and

security needs are lower-order needs which are generally satisfied externally and

affiliation, system and self-actualization are higher-order needs which are satisfied

internally.

The two-factor model provides another way to examine employee needs. In the

two-factor model, Herzberg found that the factors leading to job satisfaction were

separate and distinct from those leading to job dissatisfaction, hence the term two-factor

model. By asking individuals what satisfies them on the job and what dissatisfies them,

Herzberg came to the conclusion that aspects of the work environment that satisfy

employees are very different from aspects that dissatisfy them. There two-factor model

are hygiene and motivator model.

 Then, among the need-based approaches to motivation, David McClelland’s

acquired-needs theory is the one that has received the greatest amount of support.

According to this theory, individuals acquire three types of needs as a result of their life

experiences. These needs are the need for achievement, the need for affiliation, and the

need for power. All individuals possess a combination of these needs, and the dominant

needs are thought to conduct employee behaviour.

 Process model approaches

Take a complex and dynamic view of motivation. They focus on why people choose

certain behavioural options to fulfil their needs and how they evaluate their satisfaction

after they have attained their goals. Two useful process-based approaches are

expectancy model and equity model.

The expectancy model suggests that behaviour is purposeful, goal-directed and

largely based on intentions. Behaviour is determined by three basic individual

perceptions. Firstly is effort will lead to performance, secondly, the rewards are

attached to the performance and lastly, the outcomes and rewards are valuable to the

individual.

Equity model suggests that once an individual has chosen an action that is

expected to satisfy his or her needs, the individual assesses the equity or fairness of the

outcome. Equity is an individual's beliefs that he or she is being treated fairly relative

to the treatment of others. Three attitudes that are possible are an individual may feel

equitably rewarded, under-rewarded, or over-rewarded. When individuals feel under-

rewarded or over-rewarded, they will do something to reduce the inequity. The single

most important thing to remember about equity theory is that if rewards are to motivate

employees, they must be perceived as being equitable and fair.

4. Clarify hygiene and motivator factors in the two-factor model of motivation. How

is satisfaction involved in the model?

Frederick Herzberg developed the theory that people’s job satisfaction depends on two

types of factors. Factors for satisfaction (motivators/satisfiers) and factors for

dissatisfaction (hygiene factors/ dissatisfies). Hygiene factors included company

policies, supervision, working conditions, salary, safety, and security on the job. In

contrast, motivators are factors that are intrinsic to the job, such as achievement,

recognition, interesting work, increased responsibilities, advancement, and growth

opportunities. At the top are the sources of work satisfaction, called motivator factors.

The sources of dissatisfaction or hygiene factors are shown at the bottom.

There is no function in motivating employees if the hygiene factors aren’t taken

care off. Motivating people really works when the things that bother them disappear.

The company must take away the dissatisfaction.

To do this, it’s important to figure out all the important factors first. What are

the complaints about, what’s going on, how do the workers interact with each other?

Make sure all the workers do worthwhile work to build up the status of their functions.

When the dissatisfaction is taken away, the organization can focus on motivating its

employees effectively.

These models are related to development opportunities, responsibilities, and

appreciation. Herzberg claims that these models exist side by side. Taking away

dissatisfaction factors does not necessarily mean the employee will be satisfied. To

motivate workers using motivation factors, hygiene factors need to be taken care of

first.
5. Discuss the acquired-needs model of motivation and the three needs that are the

basis for understanding the model.

The acquired-needs model of motivation is the third needs-based approach to

motivation. The basis of the model is that needs are learned from the life experiences

in the culture or country in which we live. The acquired-needs model focuses on three

particularly important needs in the work environment which is achievement, power and

affiliation. The model proposes that when a need is strong, it will motivate the person

to engage in behaviours to satisfy that need.

First and foremost, the need for achievement is represented by the drive to excel,

accomplish challenging tasks and achieve a standard of excellence. The intensity of the

achievement motivation that people have depend on their childhood, their personal and

occupational experiences and the type of organization for which they work.

Next, the need for power to control one’s environment as a particularly important

motivator in organizations. This need of power may involve either personal power or

institutional power.

Lastly, the need for affiliation is the desire for friendly and close interpersonal

relationships. Individuals with a high need for affiliation enjoy working in teams and

are likely to gravitate toward professions that involve high levels of interaction with

others.
6. If people experience inequity, what are they generally motivated to change?

If people experience inequality, they are generally motivated to change something and

may respond by taking one of the following actions. First, change the work inputs by

putting in less effort. People who believe that they are under rewarded might reduce the

quality of their performance, work shorter hours, or be absent more often. Recent

research has found that perceptions of inequality can cause health problems for some

people.

Next, change the outcomes received for example an individual may ask for

improved working conditions, more favourable work assignments, or a pay increase.

Then psychologically distort comparisons. A person might rationalize or distort how

hard she or he works or attempt to increase the importance of the job to the organization.

Change the comparison person she or he is using to another person. Last but not least,

change the situation. For example quit the job or request a transfer to another

department or location. People often respond differently to the same situations, and

therefore their reactions to inequality will vary. If the perceived inequity results in a

change in motivation, it may alter effort and performance.

7. Describe how goal setting can help employees become motivated.

Goal setting which is a process of increasing efficiency and effectiveness by specifying

the desired outcomes (Lewis, 2016) can be such a motivation to employees because it

basically will provide them a clear and more engaging sense of direction. Furthermore

the goal setting will specify what is going to be accomplishing by the organization or

the company which will boost some motivation in employees’ itself. Through goal

setting, the employees get to know their future since the goal setting itself represent the

future outcomes to achieve by the company.

Although it is not always necessary to have employees participate in the goal

setting process, participation is probably preferable to managers assigning gals

especially if they anticipated that employees will resist accepting more difficult

challenges. When subordinates accept the goal setting process, they are more likely to

be committed and work hard to accomplish goals. Studies suggest that employees

achieve high levels of job satisfaction when they perceive that the probability of

attaining goals is high and they are more satisfied when they perceive more positive

than negative goals in their work environment.

People are more committed to their organizations when they are rewarded for

achieving their jobs goals and when they perceive that the organization helps them

achieve their personal goals.

8. As a manager, you decide that you need to decrease a behaviour of an employee.

What type of reinforce will be appropriate to use and why?

In order to decrease a behaviour of an employee, the appropriate reinforce that can be

used is through negative reinforcement. It is also known as avoidance learning,

strengthen desired behaviour by allowing escape from an undesirable consequence.

Punishment is about the administering a negative consequence following undesirable

behaviours. This lends to reduce the likelihood that the behaviours will be repeated in

similar settings. For instance, a manager docks an employee’s pay for being rude to a

customer, being late or loafing on the job. Punishment is a primary motivational tool

contributes little to high motivation because employee learn to avoid the punisher rather

than learning appropriate behaviours.

9. Select and discuss some of the reasons why participative management is successful

in organizations.

Participative management is a term for various approaches that involves employees in

many aspects of their jobs and organizations. They employees are offered input into

decisions about their jobs, their department, or the entire organization. (Lewis, 2016)

This approach can improve employee’s personal connection to the organization.

For example, employee involvement can motivate workers by providing more

opportunities for growth, responsibility, and commitment in the work itself. Similarly,

the process of making and implementing a decision and then seeing the results can help

satisfy an employees need for responsibility, recognition, self-esteem and achievement.

 When managers increase the amount of control and discretion workers have

over their jobs, they are empowering employees. This will improve the motivation of

both employees and management. Empowerment gives employees the tools,

information, and authority they need to do their job with greater autonomy. From a

motivational perspective, it satisfies employees higher order needs for achievement,

recognition and self-actualization.

10. Explain when and why money might not be a good motivator of work

performance.

Money tends to not be directly related to productive behaviour and may even motivate

unwanted behaviours. In some situation where money does not motivate productive

behaviours, the reasons usually are proper (productive) behaviours has not been

defined, there are poor measures or no measures of productive behaviours and the

amount of money is too small to make a difference. These same reasons explain why

profit-sharing or gain-sharing programs frequently do not motivate individual

performance.

Money may not be motivational when employees believe that a certain amount

is an entitlement. Even a raise based on productive behaviours, when added to the base

salary for the next period of time, may be seen as an entitlement and therefore ceases

to be motivational. Money may motivate behaviours that is not productive that is not

productive for an organization when people perceive that it is tied to the unwanted

behaviours. This of course may be due to differing perceptions and to desired

behaviours that is poorly defined.

11. Explain how to reward individual team members so that they will contribute to a

successful team.

It is common for managers to experience problems getting the team members to work

as a true team. Often the reason is that the reward system is established to reward an

individual's performance rather than the team's performance. First, a significant part of

the reward given to team members must be based on total team performance. That will

motivated the team to work together for the same goal.

Second, individual rewards need to be based on how the employee contributed

to the team's successful, effort, and functioning and not for individual performance

itself. Toyota has been successful using team based reward systems. Each team takes

complete responsibility for the quality and management of its products. It conducts

member performance reviews and establishes rewards. The system provides a

challenges yet positive experience for workers and it reduce the need for bureaucracy

because the people essentially manage themselves.

12. Discuss why managers need to be aware of international perspectives when trying

to motivate employees from different cultures

People from different cultures may perceive work and reward differently. Reward

systems need to be designed carefully to ensure that the rewards are truly motivational

in the local cultural framework.

Internationally, there are no single approaches to motivate that fits every single

individual in the world. The differences become greater when in other countries. For

example, individualism, self-confidence, and speaking out against injustice and threats

are important in U.S. Meanwhile, the Japanese society is arranged in a rigid hierarchy,

and all members are expected to maintain loyalty and obedience to authority. (Lewis,

2016)

The cross cultural research on achievement has been relatively consistent across

cultures, stimulated by the realization that managers in multinational corporations must

be sensitive to the underlying values and needs of their diverse employees. Managers

must take the social character, values, and cultural practices of each country into

consideration.
CONCLUSION

In conclusion, we should examine the motivation of people in their jobs so that we, as managers

can understand how to motivate and reward the behaviours that we really want. We need to

reward the behaviours that will lead to the accomplishment of goals that result in individual

and organizational success.

Creating a workplace with outstanding morale and motivated employees is a long-term

project, and needs to be embedded within the fabric of an organisation’s daily operations.

Highly motivated and engaged personnel are an enormous asset to any organisation. Thus,

Employee motivation is very important for a successful organisation, so the company should

focus on it in order to stay competitive in the market and avoid some problems such as

employee high turnover that will affect the business. For example, the effective motivational

techniques should be practiced at the workplace include retention of the well-performing

employees, increasing productivity or output of the organization; improve teamwork and the

morale of employees.
REFERENCES

 Lewis, P. S. (2016). Management : Challenges for Tomorrow's Leaders.

Kuala Lumpur: SJ Learning.

 http://courses.washington.edu/inde495/lece.htm

 http://www.businessdictionary.com/definition/motivation.html

 https://saylordotorg.github.io/text_organizational-behavior-v1.1/s09-theories-

of-motivation.html

 Kuijk, A. (2018). Two Factor Theory by Frederick Herzberg. Retrieved [insert

date] from ToolsHero: https://www.toolshero.com/psychology/theories-of-

motivation/two-factor-theory-herzberg/