Motivation - Defined

Motivation refers to the psychological

forces that determine the direction of
people’s behavior, their level of effort,
and level of persistence

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 What Is Motivation?

Direction

Intensity Persistence

2 Chapter 6 Prentice Hall, 2001

“Level” Refers to the amount of effort
a person puts forth (e.g. A lot or a
little).

“Persistence” Refers to the length of

time a person sticks with a given action
(e.g. To try to achieve product quality
and give up when it is found difficult
to attain.
Webster’s Definition
MOTIVATION: An impulse, emotion, desire, or
psychological need acting as incitement to action.
 Motivation Defined

Getting people doing what needs to be done

because they want to do it.

MOTIVATION IS INTERNAL
 Motivation Defined
Motivation Chain

Ab i li t y
Desire
Reward
 Going “Beyond the Fringe” in Benefits: Especially Creative Reward Practices

Company Reward

Apple Computer Stock purchase options

Publix Super Markets Partial ownership in the company
Advanta Corporation Opportunity to help train new employees
Westin Hotels Free meals while on the job
Worthington Industries Haircuts for $2 while at work
Reader’s Digest Fridays off during the month of May
Pitney Bowes Courses in real estate, golf, painting, photography,
and cake decorating
Steelcase Access to camping facilities and equipment
Delta Airlines Free airline travel for employees and spouses
Is Every Human Motivated?
Yes!
But maybe not to do what you
want them to do

Motivation is an internal state that directs individuals

toward certain goals and objectives

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MOTIVES
1. PRIMARY MOTIVES:
Unlearned & physiological based.
e.g; fasting for a religion or social or political cause,
celibacy among priest.

2. SECONDARY MOTIVES:
Learned & psychological based.
Examples of Secondary Motives:
Need for Achievement
Need for Security
Need for power
Need for Affiliation
Need for Status.
Characteristics of Need or Motives:
1. The need to have highest strength at a particular
point of time dominates the human behavior.
2. A satisfied need ceases to influence human
behavior.
3. When one need is satisfied another takes its place.
4. Needs are recurrent in nature.
Sources Of Motivation
 Intrinsic
 Where work itself is the motivation
“I love my job!”
 Extrinsic
 External consequences (material or
social rewards, avoidance of
punishment)
“I like the pay and status.”

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 ROOTS OF MOTIVATION

Person Leadership

Job Design Organization

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 ROOTS OF MOTIVATION
Is it the person-job-reward fit?

Person? Leadership

Job Design Organization

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THEORIES OF MOTIVATION
 ROOTS OF MOTIVATION

Is it the job design?

Person Leadership

Job Design? Organization

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Job Design
How did you fare on the Job Survey in the
Class Preparation?

Discuss your scores with the person sitting

next to you and compare your jobs in terms
of how motivating they are

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 How to Design Motivating Jobs

 Skill Variety - requires a range of personal

competencies and abilities
 Task Identity – requires completion of a “whole” and
identifiable piece of work
 Task Significance – employees perceive job as
having a substantial impact on others’ lives
 Autonomy – employees have freedom,
independence, and discretion to plan and carry out
their task
 Job Feedback – employees receive direct, clear
information on their performance

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Job Characteristics Model

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 Methods of Job Redesign
 Job rotation
 Job enlargement
 Job enrichment
 Sociotechnical systems
 Self-managed work teams

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ROOTS OF MOTIVATION
Is it the leader/manager?

Person Leadership?

Job Design Organization

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THEORIES BASED ON MANAGERS /
LEADERS
I. Goal-Setting Theory
 Setting specific goals increases performance
 Difficult goals accepted by employees result in higher
performance
 Feedback causes higher performance than non-
feedback
 People are more committed to
goals they set themselves and
make public

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Characteristics of
Effective Goals

S pecific
M easurable

A chievable but challenging

R easonable

T imely

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 II. Equity Theory
Perceived Employee’s
Ratio Comparisona Assessment
Outcomes A < Outcomes B Inequity (Under rewarded)
Inputs A Inputs B
Outcomes A = Outcomes B Equity
Inputs A Inputs B
Outcomes A > Outcomes B Inequity (Over rewarded)
Inputs A Inputs B

a
Person A is the employee, and person B is a relevant other or referent.

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III. Expectancy Theory

Ability

Outcomes
Motivation Effort Performance (rewards)

A person’s motivation is a function of:

A. Effort-to-performance expectations
B. Performance-to-outcome expectancies
C. Perceived valence of outcomes

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IV. Reinforcement Theory
 Reinforce desirable behavior through rewards

 Extinguish undesirable behavior through punishment

or ignoring

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 The Manager’s Role

Understand Channel Direct

Employee motivation toward

tasks that further the
organization’s objectives

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ROOTS OF MOTIVATION
Is it the Organization?

Person Leadership?

Job Design Organization

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A Motivating Work Environment
Managers should:

Set performance standards

Ensure fit between employee needs and
jobs / rewards
Reward good performance fairly

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Motivating a Diverse Workforce
Flexibility
Not everyone sees their job the same way- what
motivates me may not motivate you
Recognize differences
People are Different

Accommodate
Cultural Differences
STRATEGIES FOR EMPLOYEE
MOTIVATION
I. Pay-for-Performance
Piece rate
Gainsharing
Wage-incentive
Profit-sharing
Bonuses
II. Competency-Based Compensation
Skills
Knowledge
Abilities
Behaviour
I.e. leadership, decision making,
problem solving, etc
III. Motivating Minimum-Wage
Employees
Employee recognition
Praise
Empowerment
 FOM 10.37

IV. Motivating Professional and

Technical Employees
New assignments
Challenges
Autonomy
Training and educational opportunities
Recognition
Simplify non-work life
 FOM 10.38

V. Flexible Work Options

Compressed work week
Flex-time
Job sharing
Telecommuting
 FOM 10.39

VI. Additional Suggestions for

Motivating Employees

 Recognize individuals
 Match people to jobs
 Use goals
 Make goals attainable
 FOM 10.40

Further Suggestions for

Motivating Employees

 Individualize rewards

 Link rewards to performance

 Check the system for equity

 Don’t ignore money