motivation & advanced motivation (1)

8/6/2019 Motivation & Advanced Motivation (1)

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Motivation & Employee

Productivity

Rudy Nydegger, Ph.D.

School of Management

Graduate College of Union University



Motivating Employees Today

Not necessarily in your organization, but

what are some of the issues involved with

motivating workers today?



What Do W e Mean By

³Motivation?´

Examples?

Basically, we usually mean that we want

people to work harder without our having

to beat on them to get it done²and like it!



Basic Motivation Concepts

It is not a trait

It is the result of the

interaction of the individualwith the situation

Motivation involves:

± Arousal

± Direction

± Persistence



S ome T heories of Motivation



Maslow¶s Need Hierarch y

One of the most widely used theories

Basic hierarchy (see slide)

Although no need is every totally satisfied, a

thoroughly fulfilled need no longer motivates

As each type of need is fulfilled you move to the

next level, and you can¶t skip levels

Lower level needs are deficiency needs

Higher level needs are growth needs



Maslow¶s Need Hierarch y

Physiological

Security & Safety

Social

Esteem

Self-Actualization



Locke¶s Goal S etting T heory

Background

Goal setting is motivating if the goals are:

± Specific

± Challenging but attainable

People do better working toward goals

when they receive feedback

Ex panded theory (slide)



Expanded Goal S etting T heory

Goal Difficulty

Goal Specificity

Goal

Acceptance

Goal-Directed

Effort

Goal

Commitment

Organizational

Support

Performance

Individual

Traits &

Abilities

Intrinsic

Rewards

Extrinsic

Rewards

Satisfaction



Goal S etting (cont.) Goal setting as an end in and of itself is irrelevant

to performance

Other factors to consider: ± Self-efficacy

± Task characteristics

� Doesn¶t work as well with all tasks

� Works best when tasks are simple, well-learned, andindependent

± National culture²well adapted to North Americancultures



Equity T heory

The basic concept is

fairness

When people perceiveinequity they tend to

be motivated to

reduce it



Equity T heory (cont.)

Equity Exists When:

OutcomesA= OutcomesB

InputsA InputsInputsBB

When:

Outcomes = [Rewards ± Costs]

Inputs = What the person brings to the situation

When these conditions are not met then a condition of

inequity exists



T he Formation of Equity

Perceptions

Evaluation of

Self

Evaluation of

Other

Comparison

of Self with

Other

Feelings of

Equity or

Inequity



Responses to Equity & Inequity

Comparison of

Self with Other

Equity

Inequity

Motivation to Maintain

Current Situation

Motivation to Reduce

Inequity

1. Change Inputs

2. Change Outcomes

3. Alter Perceptions of

Self

4. Alter Perceptions of

Other

5. Change

Comparisons

6. Leave Situation



Equity T heory (cont.)

The most important things to remember

about this theory:

± Fairness is a concept that is very important in

some cultures (esp. North American)

± It is the perception rather that the actuality of fairness that affects people



Expectancy T h

eory One of the most widely accepted theories, and

empirically supported

Victor Vroom started working with this in the60¶s, and it has been refined over the years

Key Concepts:

± Force: motivation

± Ex pectancy: effort performance ex pectancy ± Instrumentality: performanceoutcome ex pectancy

± Valence: quality of outcomes



Expectancy T heory (cont.)

Force Effort Performance Outcome

Ex pectancy Instrumentality



What T hese T heories Tell Us

Maslow²people are motivated by different

things, and many of them are not just basic needs

Goal Setting²goals can be motivational if donecorrectly

Equity Theory²fairness, or the perception of it,

is important

Ex pectancy Theory²a way to tie goals to

performance, effort, and motivation



A pplying t he T heories of Motivation



Management by Objectives

Based on top-down collaborative goalsetting throughout the organization

Needs to be measured with frequentfeedback

Should be tied to a performance appraisal

system Must be consistently applied throughout

the organization



MBO (cont.)

Four ingredients of MBO

programs

± Goal specificity ± Participative decision

making

± Ex plicit time period

± Performance feedback



MBO (cont.) Results of MBO programs

± Usually last about 4-5 years

± Generally accepted by workers

± Used in many settings

± Must have top management support and involvement

± May favor simple, easily measured goals

± Requires a lot of paper work and time

± Needs to be tied to the reward system



Employee Recognition

Programs Recognition is a powerful

motivator

The best programs use multiplesources and recognize both

individual and group performance

Can take any form from a ³thank

you´ to formal awards

Suggestion programs are very

good

Is very cost effective



S pecial Issues in Motivation

What are some of the

issues that make it

difficult to motivate case

managers and other

professionals and staff in

COBRA agencies?



Motivating t he Diversified

W orkforce

If you want to motivate

employees, then you must

respond positively todiversity

The key is flexibility

The more options and

flexibility the more likely it

will be successful

Family-friendly policies are

important



How to Turn Motivation into

Productivity How do we define

³productivity?´

How can we tiemotivation to

productivity?



S ome More Tips

Be clear as to what performance criteria are

Set down clear and collaboratively set goals

Clarify ex

pectations Find out the needs of the employee to attain their goals

Provide the support necessary for them to succeed

Provide regular feedback, support, and opportunities of questions and training as needed

Have regularly scheduled formal performanceevaluations, and tie them to the reward structure and havethem be performance based



S ome Final Points

What do we mean by ³motivation?´

What do we mean by ³productivity?´

Basically, we want to know how to make

people:

± Work harder

± Perform at higher levels

± Enjoy what they are doing



Goal S etting Exercise

Set three goals for yourself

± Personal

± Professional ± For your specific job

Present them to the group

Give each person some feedback on their goals:

± Specific ± Challenging/attainable

± Measurable

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