pow motivation(10)

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Money, get away Get a good job with more pay and your O.K. Money, it's a gas Grab that cash with both hands and make a stash New car, caviar, four star daydream, think I'll buy me a football team Money get back, I'm all right Jack keep your hands off my stack. Money, it's a hit Don't give me that do goody good bullshit I'm in the hi-fidelity first class travelling set and I think I need a Lear jet Money, it's a crime Share it fairly but don't take a slice of my pie Money, so they say Is the root of all evil today But if you ask for a rise it's no surprise that they're giving none away Pink Floyd (1973) individuals at work: motivation

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Page 1: Pow motivation(10)

Money, get away Get a good job with more pay and your O.K.

Money, it's a gas Grab that cash with both hands and make a stash

New car, caviar, four star daydream, think I'll buy me a football team

Money get back,I'm all right Jack keep your hands off my stack.

Money, it's a hit Don't give me that do goody good bullshit

I'm in the hi-fidelity first class travelling set and I think I need a Lear jet

Money, it's a crime Share it fairly but don't take a slice of my pie

Money, so they sayIs the root of all evil today

But if you ask for a rise it's no surprise that they're giving none away

Pink Floyd (1973)

individuals at work: motivation

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Why do we do something and not something else?

Why do we put effort into some things and not others?

Why do we persist in achieving some things and not others?

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Three aspects of motivation

• Direction – what an individual chooses when they have a number of

alternatives

• Level– how much effort they will put into a given action

• Persistence– how long they will maintain focusing on the action

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Today

Content Theories Why people work• Focus on peoples needs to understand what motivates• Focuses on why people have different needs at different times

Process Theories What factors affect motivation• Focus on understanding how and why people are motivated• Describes the process through which needs are translated into behaviour

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Theories of motivation

Content Theories• Focus on peoples needs to understand what motivates• Focuses on why people have different needs at different times

Process Theories• Focus on understanding how and why people are motivated• Describes the process through which needs are translated into behaviour

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Maslow’s Hierarchy of Needs

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• What could organisations do to satisfy each need?

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ChallengeAutonomyEducational opportunities

Self-Actualization

Job challenge and skill usagePayLeadership positionsAuthority

AchievementCompetencePower

Autonomy on the jobResponsibilityPay (as a symbol of status)Job TitlePrestige office location

Esteem

Coffee breaksSports teams and other extracurricular activitiesWork teams

Belongingness/Relatedness

Company housing or health benefitsCompany benefits planPensionsLife-long employment plansInsurance schemes

Safety / Security

PayMandatory breakfast or lunch

Physiological

Organisational conditionsNeed

Drawn from Furnham (2005)

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ERG theory

– Developed by Clayton Alderfer.

– Collapses Maslow’s five categories into three categories

– Adds a frustration-regression hypothesis.

– More than one need category may be activated at the same time.

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Self-Actualization

Esteem

Social

Safety

Physiological

Growth

Relatedness

Existence

ERGTheory

Needs HierarchyTheory

Desire for physiological and material well-being.

Desire for satisfying interpersonal relationships

Desire for continued personal growth and development

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Growth

Relatedness

Existence

Satisfaction-Progression Frustration-Regression

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ERG theory

– Developed by Clayton Alderfer.

– Collapses Maslow’s five categories into three categories

– Adds a frustration-regression hypothesis.

– More than one need category may be activated at the same time.

Research evidence on ERG theory.

– Supporting evidence is encouraging.

– Addition of frustration/regression hypothesis is a valuable

contribution.

– Offers a more flexible approach to understanding human needs.

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Dissatisfaction Satisfaction

No Satisfaction Satisfaction

Herzberg's view

Dissatisfaction No Dissatisfaction

Hygiene Factors

Motivators

Herzberg (1966)

Traditional View

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Hygiene Factors

Motivators

Herzberg (1966)

Necessary, but not sufficient, for healthy adjustment Extrinsic factors; context of work

Improving hygiene factors prevent people from being dissatisfied but do not contribute to

satisfaction.

Motivators - the sources of satisfaction Intrinsic factors; content of work

Enables people to be satisfied.Absence results in low satisfaction, low motivation, and low performance.

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Hygiene Factors

Herzberg (1966)

Necessary, but not sufficient, for healthy adjustment Extrinsic factors; context of work

Improving hygiene factors prevent people from being dissatisfied but do not contribute to

satisfaction.

Examples

PayStatusJob securityFringe benefitsPolicies and administrative practicesHuman Relations

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Motivators

Herzberg (1966)

Motivators - the sources of satisfaction Intrinsic factors; content of work

Enables people to be satisfied.Absence results in low satisfaction, low motivation, and low performance.

Examples

Meaningful and challenging workRecognition for accomplishmentsFeeling of achievementIncreased responsibilityOpportunity for growthOpportunity for advancement

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Source: Harvard Business Review. An exhibit from Frederick Herzberg, “One More Time: How Do You Motivate Employees?” Harvard Business Review 81, no. 1 (January 2003), p. 90. Copyright © 1987 by the President and Fellows of Harvard College; all rights reserved.

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Self-Actualization

Esteem

Belongingness

Safety

Physiological

Growth

Relatedness

Existence

Motivator--HygieneTheory

Motivators

Hygienes

ERGTheory

Needs HierarchyTheory

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McClelland’s Need Theory

Need for Achievement (n Ach)

Need for Power (n Pow)

Need for Affiliation (n Aff)

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McClelland’s Need Theory

Need for Achievement (n Ach)

– Want to take personal responsibility for solving problems.– Goal oriented; set moderate, realistic, attainable goals.– Seek challenge, excellence, and individuality.– Take calculated, moderate risk.– Desire concrete feedback on their performance.– Willing to work hard.

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McClelland’s Need Theory

Need for Power (n Pow)

– Want to control the situation.– Want influence of control over others.– Enjoy competition and winning; do not like to lose.– Willing to confront others.

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McClelland’s Need TheoryNeed for Affiliation (n Aff)

– Seek close relationship with others.– Want to be liked by others.– Enjoy lots of social activities.– Seek to belong; join groups and organizations.

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Content Theories of Motivation

Self-Actualization

Esteem

Belongingness

Safety

Physiological

Growth

Relatedness

Existence

Motivator--HygieneTheory

Motivators

Hygienes

Need forAchievement

Need forPower

Need forAffiliation

McClelland’sLearned Needs

ERGTheory

Needs HierarchyTheory

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Content Theories of Motivation

Self-Actualization

Esteem

Belongingness

Safety

Physiological

Growth

Relatedness

Existence

Motivator--HygieneTheory

Motivators

Hygienes

Theory Y

Theory X

ERGTheory

Needs HierarchyTheory

McGregor

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Jahoda’s Latent Needs

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Jahoda’s Latent Needs

Psychological distress in unemployed can inform us about needs employment satisfies

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Jahoda’s (1982) Latent Needs

Work…• structures time• provides regular shared experience• provides experience of creativity, mastery, purpose• is a source of identity and personal status• is a source of activity

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This week

Content Theories Why people work

• Focus on peoples needs to understand what motivates

• Focuses on why people have different needs at different times

Process Theories What factors affect motivation

• Focus on understanding how and why people are motivated

• Describes the process through which needs are translated into behaviour

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Adams’ (1965) Equity Theory

• Drawn from economics

• Rational model of employee

• People strive for fairness and justice in social exchanges

• Perception of fairness affects behaviour

• Requires understanding of inputs and outputs

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Equitably rewarded– Inputs and outputs are perceived as being equal– Satisfied and motivated

Adams’ (1965) Equity Theory

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Under-rewarded (angry)– Efforts to reduce inequity by trying to increase

output (get a raise)– Reducing inputs (working less, absenteeism, etc.)– Rationalising (creating an explanation for the

inequity)– Changing other’s inputs or outputs– Leaving– Changing the object of comparison.

Adams’ (1965) Equity Theory

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Over-rewarded (guilty)–Increasing inputs (working more, longer hours, etc.)

–Reducing output (taking a pay cut)

–Rationalising (I’m worth it)

–Increasing other’s outputs

Adams’ (1965) Equity Theory

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Equity Theory

• Distributive Justice: The perceived fairness of how resources and rewards are distributed.

• Procedural Justice: The perceived fairness of the process and procedures used to make allocation decisions.

• Interactional Justice: The perceived fairness of the decision maker’s behavior in the process of decision making.

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Lessons from Equity Theory

• Pay attention to what employees’ perceive to be fair and equitable

• Allow employees to have a “voice”

• Employees should have opportunity to appeal

• Organisational changes, promoting cooperation, etc. can come easier with equitable outcomes

• Failure to achieve equity could be costly

• Climate of justice

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Goal Commitment

Goal Acceptance

Direction

Intensity

Persistence

Strategies

Goal Specificity

Ability

PerformanceKnowledge of

Results

Goal Theory (Locke & Latham, 2002)

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goal

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Specific

Measurable

Achievable

Realistic

Timely

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What are the next actions required to move you closer?

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What skills do you have and enjoy participating in those activities that

challenge and use those skills?

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• Born in Hungary

• BA and PhD from University of Chicago

• Now at Claremont Graduate University

• Director of Quality of Life Research Centre

• Research:– Happiness

– Creativity

– Well-being

– “Optimal Experience”

– Flow

• Part of Positive Psychology movement

Flow

MIHALY CSIKSZENTMIHALYI

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• Study of strengths and virtues

• Focus on development, thriving, flourishing & meaning

• 3 main concerns– Positive Emotions

• Contentment (past)

• Happiness (present)

• Hope (future)

– Positive Individual Traits• Strengths & Virtues

• E.g. Creativity, Resilience, Courage, etc.

– Positive Institutions• Focus on tolerance, fairness, ethics, teamwork, engagement, etc.

• In communities & Institutions (e.g., parenting, businesses, etc.)

Positive Psychology

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The pleasant life

(well-being and positive affect)

The good life (identification and celebration on personal strengths & skills)

The meaningful life (participation in activities, greater good)

Positive Psychology

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MIHALY CSIKSZENTMIHALYI

(1990). Flow: The Psychology of Optimal Experience.

(1998). Finding Flow: The Psychology of Engagement With Everyday Life.

And many more…

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Most people’s

live at two extremes

anxiety Boredom

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Being in the zone

Effortless Action

Absorption

In the groove

Immersion

flow

At one

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Flow - A state of optimal experience. Flow activities are done for their own sake and not for extrinsic rewards.

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Flow is enjoyment, not pleasure.

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It does not seem to be true that work necessarily needs to be unpleasant. It may always have to be hard, or at least harder than doing nothing at all. But there is ample evidence that work can be enjoyable, and that indeed, it is often the most enjoyable part of life.

Csikszentmihalyi (1990). Flow: The Psychology of Optimal Experience.

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When?

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23% several times a day - 15% Never

ESM (Experience Sampling Method)

Occurs during favourite activity (e.g., gardening, listening to music, cooking, work, driving, etc.)

Rarely occurs during passive leisure activities (e.g., watching TV, relaxing)

When?

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More often during work than during free time!Work: Has goals, feedback, encourages concentration, matches skill (hopefully)

Where?

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It is not what you do that counts, but how you do it.

Activities themselves are not intrinsically enjoyable or not, but you can do it in a way that is intrinsically rewarding

What?

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Anxiety, Boredom and Flow (Csikszentmihalyi 1990 - Dots and text added: van Gorp 2006)

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Attention:

Focus on taskLack of full attention results in- lack of appreciation of experience- missed opportunities for creativity & development

Creative favourable circumstancesReduce distraction

harn

ess

ing

flow

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9 Components

1. Clear goals2. High degree of concentration on limited field of attention3. Loss of self-consciousness, the merging of action and

awareness4. A distorted sense of time5. Direct and immediate feedback, behaviour can be adjusted

accordingly6. Balance between ability level and challenge7. A sense of personal control over the situation8. Intrinsically rewarding action resulting in effortlessness of

action9. Focus of awareness is narrowed down to the activity itself h

arn

ess

ing

flow

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Work Engagement

Work engagement• Vigor

(energy, persistence, effort)

• Dedication(enthusiasm, inspiration, pride, challenge)

• Absorbtion(engrossed, time passes, flow)

Schaufeli & Bakker (2004)

Burnout• Exhaustion

(draining of mental energy)

• Cynicism(negative attitude to work)

• Reduced professional efficacy(belief that one is no longer effective in fulfilling ones job responsibilities)

Lee & Ashforth (1996)

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Intrinsic Motivation

• flow fits with Intrinsic Motivation research

• IM related to Job satisfaction

• EM related to depression

• Mastery Goals enhance IM

• Performance Goals reduce IM

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Summary

• Motivation is complicated

• Competing models – but…

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“…the recommendations to raise and sustain motivation look alarmingly common-sensical: reinforce performance, create supportive social environments, have clear attainable goals, provide enough resources to do the job, and make sure there is a fit between employee’s and employer’s motives and values.”

Furnham (2005: 278)

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The science of motivation

Strategy 1. Remove sources of de-motivation, and treat people fairly

Strategy 2. Ensure an abundance of valued outcomes of work

Strategy 3. Set people goals and objectives

Strategy 4. Give people feedback

Strategy 5. Design jobs in ways that make them rewarding to people