njit executive mba organizational behavior team project understanding motivation team: alan...

NJIT Executive MBA

Organizational Behavior Team Project

“Understanding Motivation”

Team: Alan Weinberg, Stilianos Roussis,

Tennille Miller, Tyema Waddy

December 10, 2005

Organizational Behavior- EMBA Team Project 2

Motivation Project Objectives

Introduction to Motivation Motivation Defined Motivation Theories Project Purpose Project Methodology Results and Discussions Conclusions and Implications Workforce Applications Summary


Introduction to Motivation

There is a great need to focus on motivating employees. They are vital to the survival and growth of every company or organization. It behooves managers to identify what are the primary factors that motivate each employee. The most common roadblock leaders face when motivating employees is a tendency to assume that all are motivated by the same thing.

To maximize the effectiveness, employers need to understand what motivates employees within the context of the roles they perform. Managers and non-managers may not be motivated by the same factors and those factors constantly change especially as social needs and interest change.


Motivation Defined

“The willingness to do something, conditioned by this action’s ability to satisfy some need for the individual.”


Theories of Motivation

1. Maslow's need-hierarchy theory: Employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego,

and self-actualizing. Maslow argued that in order to motivate employees, the lower level needs had to be satisfied before the next higher level.

2. Herzberg's two- factor theory: Two motivation factors: motivators and hygienes (Herzberg, Mausner, & Snyderman,

1959). Motivator or intrinsic factors, such as: achievement, advancement, responsibility and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as: pay and job security, produce job dissatisfaction. If we want people to be satisfied, the intrinsic factors must be highlighted.

3. McClelland’s Theory of Needs: Achievement, power, and affiliation are three important needs that help explain

motivation. People have to a different extent a need for: Achievement (nAch): drive to excel, achieve in relation to a set of standards Power (nPow): need to control other people’s behavior Affiliation (nAff): desire for friendly/close interpersonal relationships

Many methods of employee motivation have been developed. Five key approaches that have led our focus of motivation are:


4. Expectancy Theory:● Suggests the strength of a tendency to act in a certain way depends on the

strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. It includes three variables:

● Attractiveness : The importance the individual places on the potential outcome or reward that can be achieved on the job. This variable considers the unsatisfied needs of the individual

● Performance-Reward Linkage: The degree to which the individual believes that performing at a particular level will lead to the attainment of desired outcome

● Effort-Performance Linkage: The probability perceived by the individual that exerting a given amount of effort will lead to performance

5. Goal Setting Theory:● States that intentions, expressed as goals, can be a major source of work

motivation. Specific and difficult rather than “do your best” goals lead to higher performance.

Theories of Motivation


Project Purpose

The purpose of this project was multi-dimensional. The project objectives were to: To describe the importance of certain factors in motivating employees

currently at work. Specifically, the project sought to describe the ranked importance of the following 12 motivating factors: 1) money, 2) job title promotion, 3) plaque/certificate 4) professional

development, 5) time off, 6) sense of accomplishment, 7) flexible work schedule, 8) public praise, 9) telecommuting, 10) childcare/health benefits, 11) increased job responsibility, and 12) job security

To examine whether senior management is motivated by different factors than the general population.

To assess senior management’s perception of what they believe motivates employees/general population, and contrast it with what “does” motivate this population.


Project Methodology

The team developed a descriptive anonymous questionnaire which included demographic information, multiple choice, and rankings questions, to ensure that all questions could be answered.

Data was collected through use of a 1 page front and back questionnaire hand-delivered to participants and returned in sealed unmarked envelopes.

The study included a sample of 22 non-management and 26 management employees within 3 private companies and 1 government agency, within New Jersey.


Motivation Questionnaire:Part I - Demographics


Questionnaire:Part II

1. What motivates you most at work? A. Your Current Compensation B. Feeling of Accomplishment C. Your Desire to Stay Employed D. Seeking a Big Raise or Bonus 2. If you work late or on the weekends- The reason is? A. You want to complete the project B. You have to complete the project. C. Its a good time to get work done D. I almost never work late or at home. 3. This is what I think of my job? A. I love it B. I like it C. It’s something to do D. I don't like my job 4. People at my company are interested most in? A. Liking their job B. Money C. Getting by D. Moving up 5. What motivates people in my company? A. Personal Sense of Achievement B. Professional Recognition C. Salary Increase D. Job Security 6. Who motivates you at work? A. Your Direct Supervisor B. Your colleagues C. Yourself D. No one

7. Which of the following things would you appreciate most at work? A. A title promotion (w/out pay raise) B. A Pay increase (same title) C. A bigger office or better cube D. A better manager 8. How good is your company at motivating employees? A Excellent B. Good C. Average D. Terrible

9. What would you change about your job?

A. Your Boss B. Your job description/responsibilities C. Your salary D. Your coworkers

10. How often would you like to be recognized? A. Monthly B. 3 Months C. 6 Months D. 12 Months 11. What motivates management people in my organization? A. Need for achievement B. Need for power C. Need for friendships D. Money 12. What motivates non-management people in my organization? A. .Need for achievement B. Need for power C. Need for friendships D. Money

What MOTIVATES OTHERS to work? Please rank (1=most important -- 12=least important).

_____ Money _____ Flexible Work Schedule

_____ Job Title Promotion _____ Public Praise/Recognition

_____ Plaque/Certificate ______ Telecommuting

_____ Professional Development Conference ______ Increased Job Responsibilities

_____ Time off ______ Childcare/Health Benefits

_____ Sense of Accomplishment ______ Job Security


Overall Findings

Money is the # 1 motivator among all groups. Pay increase motivates 72.92%. 60.42% stated they would like to change their salaries. 31.25% feel people in their company are most interested in money. 72.92% feel money motivates non-managers


Comparison of Questions: All Participants

0

10

20

30

40

50

1 2 3 4 5 6 7 8 9 10 11 12

Question Number

Comparison of Questions

D

C

B

A


Question Findings- All Participants

Q1. Majority (47.9%) feel a sense of Accomplishment motivates them at work Q2. Majority (68.75%) feel the reason they stay late at work is because they want to

complete the project.* Q3. Majority (77.08%) answered they like their job.* Q4. Majority (31.25% ) feel people at their company are most interested in money. Q5. Majority (37.5%) feel job security motivates people at their company. Q6. Majority (66.67%) feel people motivate themselves at work.* Q7. Majority (72.92%) feel people would enjoy a pay increase at their job with the

same title.* Q8. Majority (43.75%) feel their company is average at motivating employees. Q9. Majority (60.42%) answered people would like to change their salaries* Q10. Majority (35.42%) answered they would like to be recognized either annually

or semi annually. Q11. Majority (43.75%) feel the need for achievement is what everyone thinks

motivates managers. Q12. Majority (72.92%) feel that everyone thinks money motivates non-managers.*


Analysis- All Participants

A sense of achievement/success was second to money as a motivator in their company.

47.9% are motivated by a sense of accomplishments.

43.75% felt that the need for achievement is what motivates managers in their companies.


What Motivates You? Management vs. Non Management

0

5

10

15

20

25

30

Motivation

Num

ber

of P

eopl

e

Management

Non Management

Motivation: Management vs. Non-Management


Analysis- Managers vs. Non Managers Managers are:

more motivated by the almighty dollar. equally concerned with job security. slightly more motivated by sense of accomplishments, flexible work schedules, time off,

praise, and telecommuting than non-managers. less concerned with child/healthcare benefits & development. not motivated at all by plaques/certificates; where non-managers are somewhat

motivated. less motivated by titles (most likely because they have one already.) more motivated by having time off and a flexible work schedule than non-managers.

Mon Managers are: more motivated by health/childcare benefits than a sense of accomplishment. motivated less by more responsibility than managers more motivated by training and development conferences than managers. more motivated by a flexible work schedule than time off

No one is really motivated by praise and plaques.

Telecommuting is not a good motivator for either group.


What do You think Motivates Others? Management vs. Non-management

What Do You Think Motivates Others? Management vs. Non Management

0

5

10

15

20

25

30

Motivation

Num

ber o

f Peo

ple

Management

Non Management


Analysis

Everyone is still thinking about !

41.67% of the managers seems to think that non-managers are motivated by obtaining a title. But only 16.67% said they were motivated by having/obtaining a title.

Both groups equally think the other is motivated by having time off.

33.33% of management felt that non-management was motivated by a need for achievement. But non-management does not think management is only motivated by a need for achievement. Only16.67% of non-management felt that way.

Managers underestimated the importance of job security, child/healthcare benefits, and increased responsibilities.

Managers overestimated the importance of titles and flexible work schedules to non-managers.


Men vs. Women

Married vs. Unmarried

Government vs. Private

Children vs. No Children

Motivates Me vs. Motivates Others

Analyzing & Comparing Survey Variables


Some Variables Were Similar...

Gender

-2

0

2

4

6

8

10

12

Mon

ey

Acc

ompl

ishm

ent

Job

Sec

urity

Fle

xibl

e W

ork

Sch

.

Chi

ldca

re/B

enef

its

Tim

e O

ff

Title

Mor

eR

espo

nsib

ilitie

s

Dev

elop

men

t

Pra

ise

Tele

com

mut

ing

Pla

que

Ra

nk

Ord

er

Female

Male

F-M


Some Variables Were Similar...

Marital Status

-2

0

2

4

6

8

10

12

Money J ob Security Childcare/Benefits Title Development Praise

Married

NM

Married-NM


Some Variables Were Different…

No Children 6.21 Importance Rating

Childcare/Benefits

Have Children 4.33 Importance Rating


Motivation: Government vs. Private

0

5

10

Government Private

Title Plaque

Accomplishment More Resonsibilities

Job Security



Money Motivates Me 2.04 Importance

Money

Money Motivates Others 1.60 Importance



Title Motivates Me 6.13 Importance

Title

Title Motivates Others 4.65 Importance



How Good is Your Company at Motivating People?

Question #8 (1 = Excellent vs. 4 = Terrible)

Government 3.40

Private 2.19


Conclusions and Implications

● Maslow's need-hierarchy theory: was supported by our findings.● Employees need lowest level (physiological) needs met first through

healthcare benefits and money for food. Then people need next level (safety) needs met through job security. Once each lower level is met, it will lead to a higher level met and ending with motivation.

● Herzberg's two- factor theory: was supported by our findings Two motivation factors: Motivator or intrinsic factors, such as: achievement,

job title/advancement, produce job satisfaction. Hygiene or extrinsic factors, such as: pay and job security, produce job dissatisfaction. If we want people to be satisfied, the intrinsic factors of acheivement and job title advancement must be highlighted; while sustaining hygiene factors of pay and job security.

● Goal Setting Theory: was supported by our findings. ● The theory states that intentions, expressed as goals, can be a major source

of work motivation. One needs to set goals and fulfill them in order to succeed in a company. If someone sets goals for themselves, it would push them further to make these goals and increase their performance. It is a great motivator.


● McClelland’s Theory of Needs: Our findings support McClellands theory in the following ways:● Achievement (nAch): Accomplishment was ranked #2 by

Managers and #4 by Non Mangers. People are motivated by a need to excel and achieve.

● Power (nPow): Many people are motivated by having/obtaining titles; which is a perceived power and authority. Among non-managers Title was tied for #2 rank. For managers it ranked #7, most likely because they already have a coveted title.

● Affiliation (nAff): With money, power, titles and success, it will lead to a need for affiliations. One needs to network, or make friends in high places in order to spread their power and success.

Conclusions and Implications cont’d


Conclusions and Implications cont.

The Expectancy Theory: can also be supported. The theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. It includes three variables:

● Attractiveness : The importance the individual places on the potential outcome or reward that can be achieved on the job. This variable considers the unsatisfied needs of the individual.

● Performance-Reward Linkage: The degree to which the individual believes that performing at a particular level will lead to the attainment of desired outcome.

● Effort-Performance Linkage: The probability perceived by the individual that exerting a given amount of effort will lead to performance.

Since everyone is motivated by the all mighty dollar, the reward here is definitely money. Making more money is very attractive to anyone. If people need to be at a certain performance level, or if they need more responsibility, or more goals to get to that higher pay check or bonus then they will do what ever it takes to get that rewards.


Summary

Across the board, Money is the biggest motivator, but is not the only motivator. Job security is equally important and a high motivator to both managers and non-managers. Sense of Accomplishment/Achievement is also high for both.

Plaques and certificates are not motivators for either groups. Yet, are so widely used. Senior management and non-management were primarily motivated by the same

thing: Money. However, senior management are slightly more motivated. There is certainly a disconnect in what managers think the general population is

motivated versus what truly is. Specifically, managers underestimated the importance of job security, child/healthcare benefits, and responsibility among non-managers. Additionally, managers overestimated that titles and flexible work schedules were higher ranked motivators among non-managers.

Communication is key to assessing what employees value, need, and want in order to be more effective and motivated contributors.

Informed Motivated managers can promote motivated employees.


Workforce Applications

Enhancing employee motivation has become a business imperative

and is essential to compete effectively in today’s market.

Managers need to… Ask, Ask, Ask and then Do whatever is possible Recognize individual differences & individualize rewards Use multiple channels to motivate; everyone is different Attitude starts the process & sets the environment Allocate sufficient resources to be proactive instead of reactive


Q & A

Questions ???

Thank You

njit executive mba organizational behavior team project understanding motivation team: alan...

Documents

motivation motivation

motivation factors

theories of motivation

focus of motivation

motivating factors

methods of employee

different factors

intrinsic factors