Motivation

Motivation cycle:

1. Needs creates behaviour to reach goals
2. Goals creates new needs

Process vs. Content Two types of motivation theories

Content: Static Empasis on what motivates Concern with individual needs and goals Herzberg, Maslow, Aldefer, McClelland

Process: Dynamic Emphasis on the process of motivation Concern with how motivation occurs Vroom, Porter & Lawler, Adams, Locke, Heider, Kelley

McClelland’s Theory of Needs

• Need for achievement - The drive to excel, to achieve in relation to a set of standards, and to strive to succeed. Want responsibility, feedback and some degree of risk
• Need for power - The need to make others behave in a way they would not have behaved otherwise
• Need for affiliation - The desire for friendly and close interpersonal relationships

About McClelland’s Theory

• High achievers are not necessarily good managers
• People driven by affiliation alone make quite weak managers.
• Affiliation and power together are closely related to managerial success

Herzberg’s satisfiers and dissatisfiers

Hygiene factors (extrinsic): Company policy Status/promotion Salary Job security Etc.

Motivators (intrinsic): Sense of achievements Recognition Resposibility Personal growth The work itself Etc.

Hackman and Oldman´s work design model


How do you implement it?

• Combine tasks
• Let people work in teams
• Empower
• Open feedback channels

McGregor’s Theory X and Theory Y

• Two distinct views of people:
• Negative (Theory X) (lower needs)
• Positive (Theory Y) (higher needs)
• Managers view employees based on a group of assumptions
• Based on these assumptions, managers tend to mold their behavior toward employees

Theory X Workers: Dislike work Must be threatened with punishment Avoid responsibilities Seek formal direction Require security Little ambition

Theory Y Workers: View work as natural Self-directed Exercise self-control Accept responsibility Seek responsibility Make innovative decisions

Process vs. Content Two types of motivation theories

Content: Static Empasis on what motivates Concern with individual needs and goals Herzberg, Maslow, Aldefer, McClelland

Process: Dynamic Emphasis on the process of motivation Concern with how motivation occurs Vroom, Porter & Lawler, Adams, Locke, Heider, Kelley

Goal-Setting Theory

• Goals are a potent motivating force
• Specific goals lead to increased performance
• Difficult goals, when accepted, result in higher output than easy goals
• Participation in setting the goals might motivate further
• Set goals only, not the route to achieve it

FRAME
Goals should be:

• Few
• Realistic
• Agreed
• Measured
• Explicit

Expectancy theory (Vroom and others)

• Motivation = expectation*attr.
• Strength of a tendency to act in a certain way depends on
• Strength of expectation that the act will be followed by a given outcome
• Attractiveness of that outcome to the individual
• Attractiveness - The importance the individual places on the potential outcome or reward that can be achieved on the job; 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 a desired outcome
• Effort-performance linkage - The probability perceived by the individual that exerting a given amount of effort will lead to performance

Porter and Lawler’s expectancy model


Equity Theory (Adams and others)

• Employees weigh what they put into a job situation (input) against what they get from it (outcome)
• Then they compare their input-outcome ratio with the input-outcome ratio of relevant others
• If they perceive their ratio to be equal to that of relevant others, a state of equity exists otherwise inequity

Employee recognition programs

• Using multiple sources to reward behavoiur and recognize publicly both individual and group accomplishment
• Rewarding behavior with recognition immediately leads to its repetition
• To maximize motivation potential, publicly communicate who and why is being recognized
• Recognizing employee’s superior performance often costs little

Employee involvement

• A participative process that uses the entire capacity of employees related to decisions that affect them is designed to encourage increased commitment to the organization's success
• Involve workers in decisions that will affect them
• Increase their autonomy and control over their work lives
• Include techniques with a common core
• Employee participation
• Participative management
• Workplace democracy
• Empowerment
• Employee ownership

Variable-pay programs
Forms of compensation where a portion of an employee’s pay is based on the measure of performance either of the individual, the organization, or both
Four widely used variable-pay programs

1. Piece-rate wages - fixed sum for each unit completed
2. Bonuses - a percent of annual pay based on company earnings
3. Profit sharing - based on a formula designed around company’s profitability
4. Gainsharing - formula-based group incentive plan for improvements in productivity

Skill-based pay
Pay levels based on how many skills employees have or how many jobs they can do

Advantages:

• Attractive due to flexibility for management
• Encourages employees to acquire a range of skills
• Facilitates communication and understanding of others’ jobs
• Meets needs of ambitious employees without a promotion in job title

Disadvantages:

• Topping out - learning all the skills
• Skills might become obsolete
• Do not address level of performance

Belbin’s 9 team roles
1 Implementer
2 Plant
3 Coordinator
5 Shaper
6 Specialist
7 Teamworker
8 Monitor/evaluator
10 Completer/finisher
12 Resource investigator


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