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Chapter SevenMotivating Yourself and OthersThe Complex Nature of MotivationLearning what motivates you is an essential part of knowing yourselfKnowing what motivates others is basic to establishing and maintaining effective relationshipsEach person is motivated by different needs, at varying degrees, and at different times!Motivation DefinedInfluences that account forinitiationdirectionintensitypersistence of behaviorReason people do what they doMotivation DefinedInternal drive that encourages us to achieve our goalsPossible motives are endless:EmotionalSocialBiologicalMotivation Is Two-DimensionalInternal motivation is self-granted and comes when something is meaningful or gives sense of purposeExamples:Job contentmentIndividual growthAchievementMotivation Is Two-DimensionalExternal motivation is an action taken by another personUsually involves an incentive or anticipation of a rewardExamples:MoneyAwardsPerformance feedbackMotivation Is Two-DimensionalMost people need bothOrganizations should strive to balance internal and external motivationTotal Person InsightDependent people need others to get what they want. Independent people can get what they want through their own efforts. Interdependent people combine their own efforts with the efforts of others to achieve their greatest success.

Stephen R. CoveyAuthor, The 7 Habits of Highly Effective PeopleMotivation to Satisfy Basic DesiresEverything we experience as meaningful can be traced to one of sixteen basic desires or combination of desiresThe challenge is to determine which five or six (core values) are most important to youFigure 7.1 Sixteen Basic Desires in the Reiss ProfileSource: Steven Reiss, Who Am I? (New York: Berkeley Books, 2000), pp. 17-18.

The Motivation CycleMotivation cycle describes how most people satisfy a needFive steps in the motivational cycleFigure 7.1

Steps in the Motivational CycleCharacteristics of MotivesThe why of human behaviorFive characteristics of motives:individualisticchangingmay be unconsciousare often inferredare hierarchicalInfluential Motivation TheoriesMany psychologists have added to our knowledge of what motivates peopleBasic problem is how to apply knowledge in the workplaceSeveral theories are influential

Maslows Hierarchy of NeedsPeople tend to satisfy their needs in a particular orderMaslow called this order: The Hierarchy of NeedsTheory has three main assumptionsMaslows AssumptionsPeople have a number of needs that require some measure of satisfactionOnly unsatisfied needs motivate behaviorNeeds are ordered according to prepotencyFigure 7.2

Figure 7.2Maslows Hierarchy of NeedsPhysiological NeedsSurvival, or lower-order needsInclude needs for food, clothing, sleep, and shelterIn a good economy, these needs rarely dominateSafety and Security NeedsReflect peoples desire for predictability in lifeSafety needs focus on protection from physical harmSecurity needs reflect the need to provide for oneself and ones familySocial or Belongingness NeedsInvolve emotional and mental well-beingNeeds for affection, a sense of belonging, and group identification are powerfulTwo major aspectsfrequent, positive interaction with consistent groupframework of stable, long-term caring and concern Esteem NeedsSelf-esteem describes how you feel about yourselfEsteem needs relate to a persons self-respect and the respect he or she receives from othersSelf-Actualization NeedsRepresent a persons need for growthFulfilling potential or realizing fullest capacities as human beingsMotivates by presence, others motivate by absenceRarely fully attained

Maslows Theory ReconsideredMaslows theory has helped us understand behaviorThe hierarchy should not be taken too literallyResearch shows only two lowest needs are hierarchicalHumans are motivated at any one time by a complex array of needs

Herzbergs Motivation-Maintenance TheoryMaintenance factors include things people consider essential to any jobInclude: salary, benefits, social relationships, working conditions, policies, and administrationAn absence of a maintenance factor can motivateHerzbergs Motivation-Maintenance TheoryMotivational factors are benefits above and beyond the basic elements of a jobInclude: recognition, advancement, more responsibilityThey tend to increase worker satisfaction and can motivate employees to higher production levelsHerzbergs Motivation-Maintenance TheoryWhen motivational factors are not met, workers ask for increased maintenance factorsCritics point to Herzbergs assumption that all people are motivated only by higher-order needs

The Expectancy TheoryBased on assumption that motivation is tied to whether one believes success is possiblePerception is important elementExpansion of self-efficacy conceptThe Expectancy TheoryCombining aspirations and expectations is even more powerfulSelf-fulfilling prophecy reflects a connection between your expectations of yourself and your behaviorIf you can conceive it and believe it, you can achieve it!The Goal-Setting TheoryGoals tend to motivate in four waysprovide purpose by directing attention to a specific targetencourage to make the effort to achieve something specific requires sustained effort and therefore encourages persistenceforces connection between the dream and realityThe Goal-Setting TheoryGoals play a key role in bringing purpose to lifeGoal-setting theory requires an understanding of the criteria for developing realistic goalsShould be difficult enough to challenge, but not impossible to reach

Figure 7.3

Figure 7.3A Model of How Goals Can Improve PerformanceSource: Robert Kreitner, Management (Boston: Houghton Mifflin, 2000). Reprinted by permission of Houghton Mifflin Company. All rights reserved.McGregors Theory X and Theory YOutlines assumptions of human nature in his book: The Human Side of EnterpriseDivides assumptions into two categories:Theory XTheory YTheory X: A Pessimistic ViewAssumes that peopledo not really want to work and must be closely supervisedavoid responsibilityhave little or no ambitionAssumes rewards or punishments must be usedTheory XManagers who operate under this theory believeworkers are paid to do a good jobmanagements function is to supervise the work and correct employees if needed

Theory Y: An Optimistic ViewAssumes work is as natural to people as play or restAssumes people are capable of self-direction and will learn and accept responsibilityTheory YManagers who operate under this theory believepeople will become committed to organizational objectives if they are rewarded for doing soa healthy, mutually supportive work climate based on trust, openness, and respect will influence workers to give more of themselvesContemporary Employee Motivation StrategiesThe search for better ways to motivate employees has taken on a new level of importanceInternational competition and the age of information require different and more effective motivation strategiesContemporary Employee Motivation StrategiesStrong connection between people-centered practices, and higher profits and lower turnoverOrganizations that put people first and recognize wants, needs, passions, and aspirations find merit in contemporary strategiesMotivation Through Job DesignJob rotation allows employees to move through a variety of jobs, departments, or functionsCross-training workersFacilitates career advancement Allows a hedge against absenteeismReduces boredomMotivation Through Job DesignJob enlargement means expanding an employees duties or responsibilitiesMotivation is often increased when workers are encouraged to take on new skills and responsibilitiesCan fill strategic gaps by training in several facets of workMotivation Through Job DesignJob enrichment is an attempt to make a job more desirable and satisfyingTwo waysassign more difficult tasksgrant more authorityEmployees can find solutions to problemsMotivationThrough IncentivesIncentives are used to improve qualityreduce accidentsincrease salesimprove attendancespeed up productionOrganizations often use incentives to drive resultsMotivationThrough IncentivesIntrapreneurship rewards the development of new ideasEncourage employees to pursue ideas at workThe company provides funds, space, and timeCash bonuses or awards for ideas and development often given to employeeMotivation Through Learning OpportunitiesLearning opportunities can be a strong motivational forceEducation and training are critical to individual growth and opportunityLearning can help secure the futureMore powerful if perceived as leading to something that motivates individualMotivation Through EmpowermentEmpowerment means offering authority and responsibility to all ranks of an organizationCan give employees a sense of pride, self-expression, and ownershipAssumes employees want challenge and personal meaning from jobsRequires long-term commitment from top managementMotivation Through Others ExpectationsRelationship between a persons level of motivation and the expectations of othersHigh expectations from others leads to high performanceSupervisors can communicate high and low expectationsSelf-Motivation StrategiesGo outside your comfort zoneDont be afraid to move outside comfort zoneReflect on messages youve received from family and friends concerning successLearn to showcase your abilitiesDont be afraid to toot your own horn!Self-Motivation StrategiesBuild an immunity to cynicism Cynicism is a destructive thinking patternMaintain an open mindAvoid blaming management for every real or perceived problemTake time to learn why changes are being made and try to separate fact from fictionRemember that bad news gets more attention than good newsSelf-Motivation StrategiesStrive for balance Motivation decreases when we no longer have a sense of balance in our livesImbalance can happen when employees are not treated as whole people Take time to reflect on what is important in your lifeTake stock of your most satisfying experiences and then try to make the necessary adjustmentsSelf-Motivation StrategiesTake action Take responsibility for the situation you are in and take action to improve itEasier to blame others, but you have power to do something that others wont or cantTotal Person InsightPeople who feel in control of life can withstand an enormous amount of change and thrive on it. People who feel helpless can hardly cope at all.

Joan BorysenkoAuthor, Minding the body, Mending the MindSummaryMotivation is a major component in human relations trainingInternal motivation occurs when a task or duty is meaningfulExternal motivation is initiated by another person and is usually based on a reinforcement or rewardSummaryPeople are motivated by different thingsMotiveschange over a lifetimeare individualisticvary in strength and importancecan only be inferredSummaryMaslowmotives vary in strength and importance and can be arranged in an order called a hierarchyHerzbergworkers desire more maintenance factors when motivational factors are not presentSummaryMcGregor Theory X and Theory Y, a pessimistic and an optimistic view of human behavior, respectivelyExpectancy theorypersonal expectations have a powerful influence on motivesGoal-setting theorypeople become more focused and persistent with established, realistic goalsSummaryContemporary theories include Positive expectationsJob rotation, job enlargement, and job enrichment Incentives such as intrapreneurshipLearning opportunitiesEmpowerment SummarySelf motivation is importantPeople need to strive to go beyond their comfort zoneavoid cynicismstrive for balance between work and personal lifetake responsibility take action