YOUTH & FAMILIES AGRICULTURE HEALTH ECONOMY ENVIRONMENT ENERGY COMMUNITIES

MOTIVATION:

TAPPING INTO THE RIGHT SOURCES

Based on the studies of Barbuto & Scholl, 1998

& The Community Leadership Academy presented at Lancaster County Extension Office, Lincoln, NE - 2002

• Until the 80’s effective leadership meant:

– Being precise in making decisions – Courage and audacity to develop new

organizational strategiess.

• Today an effective leadership means:– To dominate the art of motivaton– Being capable to understand and comunicate

with others– Being capable to match people’s talent with

the right activity/situation

• Servant Leaders inspire and motivate their followers

Leadership and Motivation

. What is Motivation

• A motive is an impulse that causes a person to act.

• Motivation is an internal process that makes a person move toward a goal.

– Motivation, like intelligence, can’t be directly observed. Instead, motivation can only be inferred by noting a person’s behavior

Perspectives Offered From Different Fields

• expectancy (Vroom, 1964)

• psychosocial (Jung, 1971)

• need-based (Maslow, 1954; Hezberg, 1964)

• social identification (Ashforth & Mael, 1989)

• value-based (Etzioni, 1961; Katz & Kahn, 1978)

• goal setting (Locke & Latham, 1984)

• self concept-based (Brief & Aldag, 1981; Sullivan, 1989)

• and ego development (Kegan, 1982; Loevinger, 1976)

Hierarchy of Needs – Abraham Maslow

Herzberg’s Two-factor Theory

Certain factors in the workplace result in job satisfaction, but if absent, lead to dissatisfaction.

He distinguished between:• Hygiene factors; (e.g. status, job security, salary and fringe

benefits) that do not motivate if present, but, if absent, result in de-motivation.

• Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction.

Sources of Motivation

• Intrinsic Process  derived from fun or enjoyment during the task

• Instrumental  derived from expectations of tangible rewards

• Self-Concept External derived from a desire to improve one’s reputation and image

• Self-Concept Internal  derived from a need to meet personal standards and achieve

• Goal Internalization  derived from a deep-rooted belief in the cause or principle

Fun/Pleasure (Intrinsic Process)- Pure task and or people pleasure

- Enjoyment during activities

- When choosing tasks or a group of people, they choose whichever ones sound the most fun

- Often put off tasks that aren’t fun

- Best when engaged in work they enjoy performing

- Will make the workplace a ‘fun place’

Behavioral Indicators of Intrinsic Process

• Are easily taken off tasks when is not enjoyable

• Will often talk about how much they like or dislikes the tasks assigned

• Will volunteer freely for fun activities

• Will seek jobs they enjoy doing

• Won’t be good at their jobs, if they don’t enjoy doing the work

Tangible Rewards (Instrumental Motivation)

-Concerned with tangible rewards

-Pursue activities with $ outcomes

-Choose jobs/careers based on $$$

-“What’s in it for me?”

-View life as a series of exchanges

-Always looking for better situations

Behavioral Indicators of Instrumental Motivation

• Will ask “What’s in it for me?”

• Will expect compensation for any and all extra work performed

• Will talk about how much money they makes or should make

• Will frequently talk about the relative wealth of others

Reputation (Self-Concept External)

-Focus on others’ opinions

-Work to enhance their reputation

-Desire to meet others’ expectations

-Pursue interpersonal connections

-Seek membership and status within desired reference groups

-Seek ‘recognition’ and ‘praise’

Behavioral Indicators of Self-Concept External

• Will frequently ask for others’ feedback

• Will seek praise and recognition for work performed

• May often brag or tell stories about accomplishments

• May be trendy or materialistic

• May strive for popularity or fame

• Will be attentive to who gets the credit when work is finished.

Challenge (Self-Concept Internal)

-Strive to meet personal standards

-Pursue activities that reinforce their self concept

-Tend to be motivated from within

-Seek activities that require their skills, values or qualities

-May not require any public recognition for accomplishments

Behavioral Indicators of Self-Concept Internal

• Will seek out new challenges at work

• Work best when their skills are needed

• Are disinterested in menial or insignificant tasks

• Interested in developing and improving their abilities and talents

• Will perform important tasks with little supervision or direction

Moral Purpose (Goal Internalization)

• Must believe in the cause before they will work hard

• Will often engage in moral activities

• Are not concerned with self-interests

• Principles guide their choices

• They pursue jobs with socially moral organizations

• May not be motivated by rewards, recognition, or esteem

Behavioral Indicators of Self-Concept External

• Will ask about the purpose of tasks

• Will comment on the strategic focus of organizations or lack of moral content

• Will work hard when they believe in the cause; wont’ work hard if they don’t

• May work harder in charity drives or service programs than they do in their regular jobs

• Will live a professional life guided by a strict set of principles and values

Conclusion

• People are motivated in different ways

• To effectively motivate others, leaders need to:

– Identify these motives

– Find ways to tap into them

– In large groups: need them all!

Results of De-motivation